Welcome

Module Overview
Assessment
Business Management 1B

Learning Resources
Module Guide

Lecture Programme

Bachelor of Commerce (BCom)

Communication

Module Name: Business Management 1B

Module Code: BMAN102

NQF Level: 5

Credits: 12
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Contents

Contents................................................................................................................................................................................................. 1

Welcome
BMAN102 | Business Management 1B .......................................................................................................................................... 5

Module Overview .......................................................................................................................................................................... 5

Module Purpose ........................................................................................................................................................................ 6

Syllabus ........................................................................................................................................................................................ 6

Module Overview
Duration of Qualification ......................................................................................................................................................... 6

Teaching Approach .................................................................................................................................................................. 6

Assessment Methods .................................................................................................................................................................... 7

Informal Formative Assessments .......................................................................................................................................... 7

Formal Formative Assessments ............................................................................................................................................. 7

Summative Assessments and Examinations ...................................................................................................................... 8

Assessment Strategy ................................................................................................................................................................ 8

Assessment
Learning Resources ...................................................................................................................................................................... 13

Prescribed Textbooks .............................................................................................................................................................. 13

Recommended Textbooks..................................................................................................................................................... 14

Technology Requirements ..................................................................................................................................................... 14

Learning Resources
Lecture Programme and Topic Outlines ................................................................................................................................ 15

Unit 1: Management Process: Planning.............................................................................................................................. 16

Unit 2: Management Process: Organisation .................................................................................................................... 26

Unit 3: Management Process: Leadership........................................................................................................................ 32

Unit 4: Management Process: Control .............................................................................................................................. 40

Unit 5: Human Resource Management ............................................................................................................................ 46 Lecture Programme

Unit 6: Marketing Management .......................................................................................................................................... 59

Unit 7: Public Relations Management ............................................................................................................................... 69

Unit 8: Financial Management ............................................................................................................................................. 76

Unit 9: Operations Management ........................................................................................................................................ 82

Communication and Support................................................................................................................................................... 87

Student Support ...................................................................................................................................................................... 87

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Customer Heroes .................................................................................................................................................................... 87

Consultations ............................................................................................................................................................................ 87

Quality Assurance ................................................................................................................................................................... 88

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Consistent Achievement........................................................................................................................................................ 88

Welcome
Module Overview
Assessment
Learning Resources
Lecture Programme
Communication

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Welcome

Welcome
The AIE is a revolutionised family of brands, people, and students. Our curriculum is modelled on workplace
scenarios to provide students with a practical understanding of how they can use their skills in the real
world. The Academic Institute of Excellence aims to provide innovative, quality education, along with
excellent service delivery and a modern outlook to learning technology.

Module Overview
We take pride in developing and supporting students through innovative programmes that will create
well-rounded, employable and professionally developed individuals.

Learning paths are designed meticulously through the observation of global skill demands as well as the
needs of modern students.

Assessment
Our facilitators are qualified subject matter experts with both practical industry experience and tertiary
education experience.

Learning Resources
All our campuses are conveniently placed in Greenside, Midrand (Johannesburg) and De Waterkant (Cape
Town). We strive to provide our students with the best experience with a range of recreational possibilities
and space to work in, from computer studios and libraries —to a fully operational Makers Lab. Students
have access to lecturers, resources and the latest software to help them fulfil their course requirements

Lecture Programme
Each of our programmes are benchmarked against local and international standards to ensure that each
student receives the highest level of quality education.

We strive towards excellence and empowering future generations to become problem solvers, critical
thinkers and innovators to create the leaders of tomorrow.
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Our VISION
To deliver demand-driven education, built upon the
principle of quality education through innovation and
technology.

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 BMAN102 | Business Management 1B

Module Overview

Welcome
Welcome to this module. This section provides a comprehensive overview of the course content and its
relevance. Please consult the student portal for more detail.

Module Overview
School School of Business and Entrepreneurship
Campus Contact
All students must take note that a substantially larger portion of self-study is required.
Sessions
Students are required to engage with the learning material, and to use class times as
opportunities to clarify work studied with the lecturer.

Credits
This module is presented over one semester and accounts for 12 credits towards the
total of 360 credits required to successfully complete the Bachelor of Commerce.

Assessment
Workload
The module requires 120 notional hours to complete, but only 30% (full-time) and
Requirements
15% (part-time) of these hours will be devoted to lecturing. The remainder of time is
allocated to self-study, group discussions (as required), revision work, online activities,
research, assessment preparation, and completing assessments – such as
assignments, tests, and/ or examinations.

Learning Resources
Students are provided with an online class timetable (no physical copies will be
provided). Although we try our very best to ensure that we keep to the timetable,
unforeseen circumstances may require changes to the timetable. For this reason, we
reiterate the importance of monitoring communication from the student support
team or lecturer.

Module Relationships Prerequisites: BMAN101 Lecture Programme

Co-requisites: None
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The AIE (Academic Institute of Excellence) has been granted provisional The AIE (Academic Institute of Excellence) has been granted
registration as private higher education institution of Section 54(3) of the provisional registration as a private college in terms of Section 31(3) of
Act and Regulation 14(4)(b)(i) of the Department of Higher Education and the CET Act and Regulation 12(4), with registration number
2018/FE07/003 for a period of three years.
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Training until 31 December 2025. Registration Certificate No
2022/HE07/005.
Module Purpose

This module expands on FIAC101 and aims to provide a functional understanding of financial statement
preparation and analysis for various business structures. It covers the establishment and adjustment of

Welcome
financial statements for partnerships, including changes in ownership and liquidation processes. The
module also introduces the financial intricacies of close corporations, companies, and manufacturing
entities, alongside practical insights into cash flow statements and budgeting. Additionally, it equips
students with the skills to analyse and interpret financial statements, ensuring they can make informed
decisions based on financial data. Finally, it addresses the unique financial aspects of branches and other

Module Overview
business segments, enhancing the overall financial literacy of the students.

Syllabus

The following learning topics will be covered in this module:

 Unit 1: Management Process: Planning

Assessment
 Unit 2: Management Process: Organisation

 Unit 3: Management Process: Leadership

 Unit 4: Management Process: Control

 Unit 5: Human Resource Management

Unit 6: Marketing Management

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

 Unit 7: Public Relations Management

 Unit 8: Financial Management

 Unit 9: Operations Management

Lecture Programme
Duration of Qualification

Students registering for this qualification:

 Will take a minimum of three years to complete it.

 Have a maximum of three opportunities to pass this module, subject to the maximum duration rules
of the qualification.
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Teaching Approach

Lectures will comprise predominantly of theory delivery. Theory components will be presented through
presentation slides/whiteboard explanations and facilitated discussions, supplemented with practical
application scenarios and case studies.

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 Students will be required to complete various assessment activities, including an individual task (practical
assignment), and a group-based assignment and presentation, followed by an individual presentation.

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Assessment Methods

This section details the evaluation criteria for the module. Comprehensive assignment specifications and
submission protocols are available on the student portal.

Module Overview
Informal Formative Assessments

Informal formative assessments are conducted throughout the course through quizzes, reflection
exercises, and discussions. Students are provided with immediate feedback to assist in learning.

Formal Formative Assessments

Assessment
A formal formative assessment is a structured form of evaluation conducted during the course of a module.
Its purpose is not only to check whether students are engaging with, and understanding the material, but
also to support and guide their learning throughout the semester.

Learning Resources
Importantly, formal formative assessments contribute to the final mark of the module. They are planned
in advance, follow specific criteria or rubrics, and are formally recorded.

These assessments take place during the term and may include:

 Tests
Lecture Programme
 Assignments
 Projects
 Practical tasks
 Presentations.
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Summative Assessments and Examinations

A summative assessment is a formal evaluation conducted at the end of a module or course. Its primary
purpose is to measure the extent to which students have achieved the prescribed learning outcomes after

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the completion of the teaching and learning process.

Importantly, summative assessments carry significant weight and contribute substantially to the final mark
of the module. They are used to make final judgments about a student’s performance, often for
certification or progression purposes.

Module Overview
These assessments are conducted at the end of the academic period and may include:

 Final examinations
 Major projects or portfolios
 Practical trade tests
Comprehensive written assessments

Assessment

 Final presentations.

Summative assessments are planned in advance, follow strict criteria or rubrics, and are formally recorded
as part of the student’s academic record.

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Examination

It is the responsibility of students to check the official examinations timetable to determine the details (date,
time, and venue) of their examinations.

Take NOTE!
Lecture Programme

The same requirements will apply to both contact and distance learning students.

Assessment Strategy

The assessment strategy outlines the rules governing exam entry, minimum requirements, and
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supplementary conditions. Students are advised to familiarise themselves with these details to ensure
successful module completion.

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 Assessment Requirements and Examination Rules

Category Detail

Exam Entry Students must obtain the required due performance (DP) to qualify for the exam.

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The DP includes participation, class tests, all assignments, and an average of at
least 40% as a semester mark.

Examination Rules All exam papers require a minimum of 40%.

Scoring below 40% results in automatic failure, regardless of the final mark.

A student who scores between 45% and 48% may qualify for a supplementary

Module Overview
exam.

The maximum mark in a supplementary is 50%.

The supplementary exam replaces the original mark, and the DP is forfeited.

Students that are employed are encouraged to communicate their study requirements to their employers
in advance, to ensure they are able to comply with the submission deadlines. Work commitments are not

Assessment
considered an excuse for the late submission of assignments.

If you encounter any difficulty with uploading an assessment, you must immediately log a ticket stating the
problem and attach the assessment to the ticket. Tickets that are logged unreasonably long after the
assessment has closed will be disregarded and the student will be deemed to have not submitted the

Learning Resources
assessment.

Please note that NO ASSIGNMENTS WILL BE ACCEPTED after the relevant due dates. Also, please note
that your lecturers cannot grant any extension of time for the late submission of assignments. Please stick
to the due dates. This means that you should take into account the submission dates for assignments when
planning your study schedule. It also means that you must plan ahead.
Lecture Programme

Assessment Criteria: Management Process: Planning

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the concept of planning in an organisation.

Explain the benefits of planning.

Explain the costs of planning.

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Discuss managerial goals and plans.

Discuss the planning process.

Discuss the implementation of plans.

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Assessment Criteria: Management Process: Organisation

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the concepts of organising and organisational structure within the business context.

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Describe the importance of organising.

Outline the fundamentals of organising.

Analyse how organisations evolve from a single entrepreneur to a large organisation.

Discuss various viewpoints regarding the factors that influence organising.

Module Overview
Assessment Criteria: Management Process: Leadership

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the concept of leadership within the business context.

Differentiate between leadership and management.

Describe the components of leadership.

Assessment
Discuss the major leadership theories.

Identify contemporary leadership issues.

Explain employee motivation and its relationship with employee behaviour.

Differentiate between groups and teams within an organisation.

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Describe a basic communication model.

Assessment Criteria: Management Process: Control

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the importance of the concept of control within the business context. Lecture Programme

Describe how a control process should function.

Identify the key areas of control in the organisation.

Discuss the characteristics of an effective control system.

Describe how the control process provides feedback for the revision of planning.
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Assessment Criteria: Human Resource Management

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Describe the role of the human resource function in organisations.

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Explain the contribution human resources management makes to organisational effectiveness.

Outline human resource management responsibilities.

Describe the key process theories of motivation.

Evaluate the different motivational strategies.

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Explain the basic steps involved in human resource planning.

Describe how companies use recruiting to find qualified applicants within the business environment.

Detail the selection techniques and procedures used to select suitable applicants.

Determine the training needs and select appropriate training methods.

Discuss how to use performance appraisals to give meaningful employee feedback.

Assessment
Describe the basic compensation strategies and how they affect human resource practices.

Explain the legal and regulatory environment in human resource management.

Assessment Criteria: Marketing Management

Learning Resources
Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Define marketing as a part of the management process.

Describe the establishment and evolution of marketing thought.

Detail the market offering.

Illustrate how to use marketing research to understand the environment.

Lecture Programme
Analyse the behaviour patterns of consumers.

Explain how to segment the consumer market and how objectives are chosen in the market.

Utilise marketing instruments as part of developing a marketing strategy.

Demonstrate how the product or service of the business is used to develop a marketing strategy.

Demonstrate how the price decision is used by the business in formulating a marketing strategy.
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Analyse how distribution decisions are used by the business in the development of a marketing strategy.

Explain how changes in the product life cycle will influence the marketing strategy.

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Assessment Criteria: Public Relations Management

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the nature of public relations management.

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Describe the public relations management process.

Detail the communication tasks of public relations.

Discuss the issues pertaining to social responsibility and business ethics.

Explain the nature of public relations management.

Module Overview
Assessment Criteria: Financial Management

Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Apply the fundamental principles of financial management.

Determine the break-even point of a business organisation.

Assessment
Calculate the present and future value of amounts.
Analyse the financial statements of a business organisation.

Describe the financial planning process.

Assessment Criteria: Operations Management

Learning Resources
Student demonstrates an appropriately detailed understanding of the learning outcomes and can:

Explain the importance of operations management within the business.

Describe the components of operations management.

Illustrate how classification systems may assist operational management to best manage processes.
Lecture Programme
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Learning Resources

This section outlines all necessary resources for successful completion of the module. Students can access

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the readings and supplementary materials via the 'Learning Material' section on the student portal.

Prescribed Textbooks

This section outlines the essential texts and articles that form the core reading material for the module.

Module Overview
Students are expected to engage with these resources in preparation for lectures, presentations, and
assessments.

Easily find your prescribed textbook, videos, and other course materials by exploring the
convenient student portal.

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business

Assessment
management (11th ed.). Oxford University Press.

Wiehahn, J. (2015). N5 Introduction to Public Relations in the SA Context ([edition

unavailable]). Future Managers. [Link]

Learning Resources
The prescribed reading list is categorised by topic and week in more detail under the ‘lecture programme’
section of this document, aligning with the course schedule. Each entry in the lecture programme includes
full bibliographic details and, where applicable, the specific chapters or sections to be studied.

Access to prescribed readings is facilitated through multiple channels:

 Perlego Digital Library: The majority of textbooks are available through Perlego, our primary digital
Lecture Programme
library platform. Students can access Perlego using their university credentials, and a link to the
textbook will be provided on the portal.

 Student Portal Library: This is a separate repository from Perlego, hosted directly on the student
portal. It contains e-book versions of texts not available on Perlego.

Each item on the reading list will clearly indicate its availability (Perlego, Student Portal Library, or Physical
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Library). Students are advised to check both Perlego and the student portal library before seeking a
physical copy. Journal articles can be accessed using the provided DOI or direct links on the student portal.

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 Take NOTE!

Students are strongly advised to complete the assigned readings prior to the relevant lectures to facilitate

Welcome
meaningful discourse and comprehension of complex concepts.

Recommended Textbooks

For those seeking to expand their understanding, supplementary materials are listed here. All referenced
resources are accessible through the 'Additional Reading' tab, under the ‘Getting Started’ section of the

Module Overview
portal.

Easily find your prescribed textbook, videos, and other course materials by exploring the
convenient student portal.

No Recommended Textbooks

Assessment
Technology Requirements

This section specifies the technological prerequisites for the course. Technical support can be obtained
through the 'IT Support' section on the student portal.

Learning Resources
Online access to Internet and the Student Portal.

Laptop or Desktop PC:

 Laptop: Preferably with at least an Intel Core i5 processor, 8 GB of RAM, and 512 GB of
storage.
Lecture Programme
 Desktop PC: Should have at least an Intel Core i5 processor, 8 GB of RAM, and 512 GB of
storage.

Login Information: Ensure you have your student ID and password to access course materials,
grades, and other resources.
Regular Check-ins: Log in frequently to stay updated on assignments, deadlines, and
announcements.
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Lecture Programme and Topic Outlines

This schedule outlines the module's progression. Students are strongly encouraged to study these details

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and regularly check the student portal for any amendments. Students should consult the student portal to
view a comprehensive timetable.

These outlines provide an in-depth overview of each subject area. Students are advised to utilise these in

Module Overview
conjunction with lecture notes and prescribed readings accessible via the portal.

This compilation serves as a primary revision resource. Students are encouraged to employ these materials
in tandem with the practice assessments provided on the student portal for thorough examination
preparation.

Assessment
The prescribed reading list is categorised by topic and outcome, aligning with the course schedule. Each
entry includes full bibliographic details and, where applicable, the specific chapters or sections to be
studied.

Learning Resources
Lecture Programme
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Unit 1: Management Process: Planning

Specific Outcomes 1. Explain the concept of planning in an organisation.

Welcome
2. Explain the benefits of planning.
3. Explain the costs of planning.
4. Discuss managerial goals and plans.
5. Discuss the planning process.
6. Discuss the implementation of plans.

Module Overview
Unit Rationale

This unit explores the principles of planning within a business context. Planning is a fundamental function
of management that involves setting objectives and outlining the steps necessary to achieve them. It
provides direction, reduces uncertainty, and helps managers make informed decisions. Key topics include
the benefits and costs of planning, managerial goals and plans, as well as the planning and implementation
process.

Topics Overview

Assessment
 The Concept of Planning in an Organisation.
 The Benefits of Planning.
 The Costs of Planning.
 Managerial Goals and Plans.
 The Planning Process.

Learning Resources
 The Implementation of Plans.
Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

 Explain the concept of planning in an organisation.

 Explain the benefits of planning.
Lecture Programme
 Explain the costs of planning.
 Discuss managerial goals and plans.
 Discuss the planning process.
 Discuss the implementation of plans.
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1.1 The Concept of Planning in an Organisation

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
p. 202). Oxford University Press.

Module Overview
In business, planning involves defining a company's goals and the strategies to achieve them. It's a crucial
process for both new businesses and established organisations, helping them manage operations, attract
investors, and stay on track with their objectives. A well-structured business plan serves as a guide for
making decisions and communicating the company's vision to stakeholders.

Take NOTE!

Assessment
Study the Case Study on Discovery Limited on pp. 202 – 206 to gain practical insight to this important
management function.

1.2 The Benefits of Planning

Learning Resources
STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 207-208). Oxford University Press.
Lecture Programme

Planning has many benefits, and the more turbulent the environment, the greater the necessity for
planning. How do managers plan for the future in an environment characterised by constant change?

Managers cannot predict the future; the planning exercise cannot change the business environment and
no plan can be perfect. However, managers can plan to steer the organisation in the best possible
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direction, taking into consideration the organisation’s internal strengths and weaknesses. Good managers
understand that although they are leading the organisation in a predetermined direction, they should
anticipate change in the environment, and adjust their goals and plans accordingly when necessary.

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 Some of the benefits of good managers are:

1. Provides direction: Planning sets clear objectives and guides employees on what needs to be done,
reducing confusion and aligning efforts across the organisation.

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2. Reduces uncertainty and risk: By forecasting future trends and preparing for potential challenges,
planning helps managers anticipate problems and take proactive steps to avoid or minimise risks.
3. Improves resource utilisation: Planning ensures that resources (like time, money, and personnel)
are allocated efficiently, avoiding waste and improving productivity.
4. Enhances organisational coordination: It helps different departments and teams work together

Module Overview
smoothly by aligning their goals and activities with the organisation's overall strategy
5. Facilitates better decision-making: Planning encourages critical thinking, helping managers
evaluate different options and choose the most effective path forward.
6. Promotes control and accountability: With clear goals and plans in place, it's easier to monitor
progress, measure performance, and hold individuals or teams accountable.
7. Encourages innovation: In strategic planning, organisations often identify new opportunities and

Assessment
innovative ways to achieve competitive advantage.
8. Boosts motivation and commitment: Employees are more likely to stay engaged and committed
when they understand the organisation’s goals and how their work contributes to them.
.

Learning Resources
Take NOTE!

MTN Group – Global Expansion through Strategic Planning

Example: MTN carefully planned its entry into other African and Middle Eastern markets by conducting
market research and building local partnerships.

Benefit: This planning enabled controlled expansion, helping them manage risk while growing their
subscriber base internationally. Lecture Programme

1.3 The Costs of Planning

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

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Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 207-208). Oxford University Press.

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While planning is vital for achieving business success, it also incurs several costs that organisations must
consider. These costs can be categorised into both tangible and intangible forms, and excessive or poorly
managed planning may even lead to negative outcomes. Below are some of the primary costs associated

Welcome
with planning in management.

Time and Effort Costs

 Employee time: Developing comprehensive plans typically requires a significant amount of time
from managers and employees. This time investment can divert attention from day-to-day

Module Overview
operations and immediate tasks.
 Meeting and coordination: Effective planning often involves meetings, workshops, and ongoing
discussions. These sessions, while essential for consensus, may reduce productive work hours.
 Longer decision cycles: Extensive planning can slow decision-making processes, especially if every
detail is scrutinised before moving forward.

Financial Costs

Assessment
 Research and data gathering: High-quality planning often requires thorough market research,
competitor analysis, and internal audits. These activities can necessitate additional expenditures on
data collection, consultancy fees, or technology investments.
 Planning tools and technology: Many organisations invest in specialised software and tools to assist
in planning, tracking, and forecasting. These tools come with purchase, subscription, and
maintenance costs.

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 Training and development: To ensure that teams are capable of effective planning, companies might
invest in training sessions and professional development courses, which add to overhead expenses.

Opportunity Costs

 Delayed action: Extensive planning may delay the implementation of critical initiatives, leading to
missed opportunities in fast-paced markets where timing is key.
Lecture Programme

 Resource allocation trade-offs: The time and resources spent on planning could potentially be used
for other value-creating activities, such as innovation or market expansion.

Rigidity and Inflexibility

 Resistance to change: A well-laid plan can sometimes create a framework that is too rigid, making
it difficult for organisations to adapt quickly to unexpected changes in the market or internal
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dynamics.
 Over-commitment to specific strategies: Extensive planning might lead to an over-reliance on a
predetermined course of action, even when new information suggests the need for a change in
direction.

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Psychological and Administrative Costs

 Stress and pressure: The planning process can put additional pressure on teams and managers to
produce detailed, accurate forecasts and strategies, contributing to workplace stress.

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 Analysis paralysis: Over-analysis during the planning process may lead to "paralysis by analysis,"
where decisions are postponed indefinitely due to the constant search for the perfect plan.
 Over-regulation: Detailed planning can create bureaucratic layers within the organisation, potentially
stifling creativity and reducing an entrepreneurially driven culture.

Risk of Inaccuracy

Module Overview
 Uncertainty in forecasting: Despite the best intentions and detailed analyses, plans are based on
assumptions and forecasts that may prove inaccurate due to market volatility or unforeseen events.
 Hidden costs: Some costs may not be apparent initially, such as the long-term impact of failing to
adapt a fixed plan to changing circumstances or the subtle decline in workforce morale if planning
is perceived as overly cumbersome.

Assessment
Take NOTE!

In today’s dynamic business environment, an iterative and flexible approach to planning can help
minimise these costs while maximising benefits.

1.4 Managerial Goals and Plans

Learning Resources
STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 209-212). Oxford University Press.
Lecture Programme

In management, goals and plans work hand in hand to drive organisational success. Goals define what an
organisation wants to achieve, while plans outline how to achieve those goals.

Types of Managerial Goals

Strategic Goals Tactical Goals Operational Goals

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Set by: Top management (e.g. Middle management Lower-level managers

CEO, executives). (e.g. department heads.) or supervisors.

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 Focus Long-term direction of Translate strategic goals Day-to-day tasks and
the organisation into departmental short-term
(typically 3–5 years). objectives. performance.

Examples Expand into Increase sales by Respond to all

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  
international 15% in the next year. support tickets
markets.  Reduce customer within 24 hours.
 Achieve carbon complaints in the  Complete monthly
neutrality by 2030. call centre by 30%. stock takes by the
 Become the market 5th of each month.
leader in telecoms.

Module Overview
Types of Managerial Plans

Strategic Goals Tactical Goals Operational Goals

Scope Broad, long-term vision Medium-term, more Very detailed, short-term

specific.)

Purpose Guide the overall Implement parts of the Manage daily or weekly

Assessment
direction of the strategic plan within operations.
organisation departments

Examples  A 5-year growth  A marketing  Single-use plans

plan that includes department’s 12- (e.g. a product
market expansion, month campaign launch project)
new product lines, schedule to support Standing plans (e.g.

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
and acquisitions. brand growth. company policies
or standard
procedures)

Take NOTE! Lecture Programme

Goals set the destination, while plans map out the route.

For example: If a company’s goal is to increase market share by 10%, its plan may include launching
new products, increasing advertising, and expanding distribution channels.
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1.5 The Planning Process

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 212-221). Oxford University Press.

The planning process is a systematic approach used by managers to set goals, evaluate options, and

Module Overview
develop a course of action to achieve those goals. It ensures that the business moves in a clear and
coordinated direction.

Steps in the Planning Process

Step 1: Set Objectives:

Identify what the organisation wants to achieve (goals).

Assessment

 Objectives must be SMART: Specific, Measurable, Achievable, Relevant, Time-bound.
 Example: Increase online sales by 20% within the next 12 months.

Step 2: Analyse the Environment:

Evaluate internal and external environments using tools like SWOT analysis (Strengths, Weaknesses,

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
Opportunities, Threats) or PESTLE (Political, Economic, Social, Technological, Legal, Environmental).
 Understand market trends, competitor actions, and internal capabilities.

Step 3: Develop Alternative Courses of Action:

 Identify possible strategies or ways to achieve the goals.

 Consider different options in terms of cost, feasibility, and risks. Lecture Programme

 Example:
 Launch a new product
 Enter a new market
 Increase social media marketing

Step 4: Evaluate Alternatives:

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 Assess the pros and cons of each alternative.

 Consider resources required, return on investment, and potential obstacles.

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Step 5: Select the Best Plan:

 Choose the most suitable and practical plan based on the evaluation.
 The selected plan should align with the company’s mission and available resources.

Welcome
Step 6: Implement the Plan:

 Put the plan into action by assigning tasks, allocating resources, and setting timelines.
 Communicate clearly with all stakeholders involved.

Module Overview
Step 7: Monitor and Review Progress:

 Track performance and progress against the set objectives.

 Use performance indicators and feedback systems.
 Adjust the plan, if necessary, due to changes in the internal or external environment.

We will use Amazon as a business example to illustrate the planning process:

1. Identifying goals and objectives: Amazon’s mission is to be “Earth’s most customer-centric

Assessment
company,” and its business goals focus on expanding market reach, improving logistics, and
innovating in e-commerce and technology.
2. Analysing the market and environment: The company constantly assesses competitors like
Walmart and Alibaba, monitors customer preferences, and adapts to new technological trends
such as AI and cloud computing.

Learning Resources
3. Developing strategies: Amazon uses strategies like competitive pricing, Prime membership
benefits, and diversification (e.g., AWS for cloud services, acquisitions like Whole Foods, and AI-
driven innovations).
4. Allocating resources: Amazon invests heavily in warehouses, logistics, AI-driven recommendations,
and employee development to ensure smooth operations.
Lecture Programme
5. Implementation: The company executes its plans through product launches, continuous
improvement of supply chains, and expansion into new markets globally.
6. Reviewing and refining: Amazon analyses customer feedback, optimises its logistics network, and
enhances services like same-day delivery and drone technology to improve efficiency
Communication

23 | P a g e
 Take NOTE!

Why This Process Matters:

Welcome
 Ensures alignment across all departments.
 Helps reduce risk and uncertainty.
 Encourages proactive, rather than reactive, decision-making.
 Provides a framework for consistent, goal-oriented action.

Module Overview
1.6 The Implementation of Plans

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
p. 221). Oxford University Press.

Assessment
Plan implementation is the stage where strategic, tactical, or operational plans are put into action. It
involves mobilising resources, managing people, and coordinating activities to ensure that the organisation
achieves its set objectives.

Learning Resources
Key Steps in Plan Implementation

Step 1: Assign Responsibilities:

 Clearly define who is responsible for what.

 Allocate tasks to teams or individuals based on their skills and roles.
 Example: The marketing manager is responsible for launching the new campaign.
Lecture Programme

Step 2: Allocate Resources:

 Ensure that all necessary resources (budget, staff, equipment, time) are made available.
 Match resources to specific activities in the plan.

Step 3: Develop Action Plans:

 Break down the overall plan into detailed action steps with timelines and deliverables.
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 Use project management tools (e.g. Gantt charts, task lists) to track progress.

24 | P a g e
Step 4: Communicate the Plan:

 Share the plan across the organisation or team.

 Make sure everyone understands their role and the overall goals.

Welcome
Step 5: Monitor Progress:

 Regularly check if tasks are being completed on time and within budget.
 Use KPIs (Key Performance Indicators) or progress reports.

Module Overview
Step 6: Manage Change and Address Challenges:

 Be flexible and ready to adapt to unexpected issues.

 Provide support, training, or make adjustments where needed.

Step 7. Motivate and Lead the Team:

 Encourage commitment and maintain momentum through motivation, rewards, and strong
leadership.

Assessment
 Ensure team morale stays high during execution.

Step 8. Evaluate and Adjust:

 Compare actual performance with planned outcomes.

 Make improvements or course corrections to stay on track.

Learning Resources
Take NOTE!

Why Implementation Fails (Common Pitfalls):

 Poor communication,
Inadequate resource allocation,
Lecture Programme

 Lack of commitment or leadership,
 Resistance to change,
 No clear accountability.
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Unit 2: Management Process: Organisation

Specific Outcomes 1. Explain the concepts of organising and organisational structure within the

Welcome
business context.
2. Describe the importance of organising.
3. Outline the fundamentals of organising.
4. Analyse how organisations evolve from a single entrepreneur to a large
organisation.
5. Discuss various viewpoints regarding the factors that influence organising.

Module Overview
Unit Rationale

This unit explores the principles of organising within a business context, focusing on how organisational
structures are designed to support business goals. Students will understand the role of organising in
business efficiency, growth, and strategic planning. Key topics include the fundamentals of organising, the
evolution of organisational structures, and factors influencing organisational design.

Topics Overview

Assessment
 Concepts of Organising and Organisational Structure within the Business Context
 Importance of Organising
 Fundamentals of Organising
 How Organisations Evolve from a Single Entrepreneur to a Large Organisation
 Factors that Influence Organising.

Learning Resources
Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

 Explain the concepts of organising and organisational structure within the business context.
 Describe the importance of organising.
 Outline the fundamentals of organising. Lecture Programme
 Analyse how organisations evolve from a single entrepreneur to a large organisation.
 Discuss various viewpoints regarding the factors that influence organising.
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26 | P a g e
2.1 Concepts of Organising and Organisational Structure within the Business Context

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 227-229 ). Oxford University Press.

In this topic, students will explore the concepts of organising and organisational structure within a business

Module Overview
context. Organising refers to the process of arranging resources, tasks, and responsibilities in a way that
allows an organisation to achieve its goals efficiently. This includes deciding who will do what, how tasks
will be performed, and the reporting relationships among employees.

Organising is the process of arranging resources (such as people, tasks, and materials) in a structured way
to achieve the goals of the organisation. It involves determining what tasks need to be done, who will do

Assessment
them, how the tasks will be grouped, who reports to whom, and where decisions will be made. Effective
organising ensures that the business operates efficiently and that resources are used optimally to meet
objectives.

Learning Resources
Organisational structure refers to the formal system of authority, communication, roles, and responsibilities
within an organisation. It defines how tasks are divided, who makes decisions, and how information flows
between various parts of the organisation. The structure is vital because it affects organisational efficiency,
communication, and decision-making processes.

The Importance of an Organisational Structure in Business Lecture Programme

The following reasons confirm the importance of an organisational sructure in business:

1. Clarity and efficiency: A well-organised structure helps clarify roles, responsibilities, and decision-
making processes, which reduces confusion and enhances operational efficiency.
2. Coordination: Organising resources and defining the structure ensures that different departments
or teams can work together effectively to achieve organisational goals.
3. Adaptability: The structure of the organisation can be adapted to changing business needs, making
Communication

it easier to implement new strategies or processes.

4. Employee performance: A clear structure and defined responsibilities lead to better employee
performance, as individuals understand their roles and have clear reporting lines.

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 Take NOTE!
Organising and organisational structure are essential to managing a business effectively by ensuring
that resources are used efficiently, roles are clear, and objectives are achieved.

Welcome
2.2 Importance of Organising

STUDY Prescribed Reading

Module Overview
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 229-230 ). Oxford University Press.

In this topic, students will discuss the importance of organising in business. Organising ensures that
resources (such as human resources, capital, and technology) are used effectively to achieve the goals of
the organisation. By the end of this topic, students will appreciate how organising is integral to creating a

Assessment
productive and well-coordinated organisation, allowing it to achieve its strategic objectives.

Take NOTE!

Organising is essential to ensure that a business operates smoothly, maximises efficiency, and achieves

Learning Resources
its objectives effectively and on time. It’s the backbone of good management and operational success.

2.3 Fundamentals of Organising

STUDY Prescribed Reading

Lecture Programme
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 230-238 ). Oxford University Press.

In this topic, students will focus on the fundamentals of organising. Organising is based on several key
principles that guide the process. By the end of this topic, students will understand these fundamental
Communication

concepts and how they help to structure an organisation in a way that supports both its current operations
and future growth.

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The fundamentals of organising in a business context are the key principles that guide the structuring of
resources, tasks, and roles to achieve organisational goals. These fundamentals ensure efficiency, clarity,
and effective coordination within the organisation. We will discuss the following key elements of organising.

Welcome
Division of Work Tasks are divided into smaller, manageable units based on specialisation.
This division helps employees focus on specific tasks they are skilled in,
improving efficiency and productivity.

Grouping of Activities Once tasks are divided, they are grouped into logical departments or
teams. For example, a business might have departments for marketing,

Module Overview
finance, operations, etc., where related tasks are handled together for
better coordination.

Defining Roles and Clear roles and responsibilities are assigned to individuals or teams,
Responsibilities specifying what is expected from each member. This prevents overlap,
ensures accountability, and fosters a sense of ownership.

Establishing Authority and A hierarchy of authority is set up to clarify who has decision-making power
Accountability and who reports to whom. This structure ensures that there is a clear chain
of command and that employees understand who to approach for

Assessment
guidance or approval.

Delegation of Authority Management delegates authority to subordinates so they can make

decisions and carry out tasks. This helps distribute the workload and
ensures decisions are made at appropriate levels in the organisation.

Coordination of Activities Effective coordination ensures that different departments or teams work

Learning Resources
together harmoniously towards a common goal. It involves
communication, planning, and aligning the work of various units to avoid
conflicts or duplication.

Resource Allocation Resources such as financial capital, equipment, and personnel are
allocated efficiently to ensure that each department has what it needs to
function effectively. Proper resource allocation helps in achieving
organisational objectives. Lecture Programme
Flexibility and Adaptability The structure should be flexible enough to accommodate changes in the
business environment. Organisations should be able to adjust the division
of labour, authority, or resources in response to new opportunities or
challenges.

Table 2-1: Key Elements of Organising

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Take NOTE!
The fundamentals of organising ensure that a business has the right people, processes, and structures
in place to achieve its objectives efficiently.

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2.4 How Organisations Evolve from a Single Entrepreneur to a Large Organisation

STUDY Prescribed Reading

Welcome
Refer to your class notes.

This topic will examine how organisations evolve from a single entrepreneur to a large organisation. The
evolution of an organisation from a single entrepreneur to a large organisation is a gradual process that
involves several stages of growth, development, and restructuring. This process typically requires changes

Module Overview
in organisational structure, leadership, and operations as the business scales to meet increasing demand,
competition, and complexity. Students will learn how the growth and changing needs of an organisation
dictate its structure and processes. Understanding this evolution will help you grasp the challenges and
considerations businesses face as they scale.

Take NOTE!

Assessment
The journey from a single entrepreneur to a large organisation is marked by increasing complexity in
operations, management, and structure. At each stage, the business must adapt its organisational
structure to accommodate growth, improve efficiency, and manage the expanding scale of operations.
This process involves changing leadership styles, decision-making structures, and resource allocation to
meet the challenges of a growing business. By effectively managing this evolution, a business can scale

Learning Resources
successfully while maintaining a focus on its strategic goals.

2.5 Factors that Influence Organising

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Lecture Programme

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 238-241 ). Oxford University Press.

In this topic, students will discuss the factors that influence organising within an organisation. Students will
gain an understanding of how these factors impact decision-making around how an organisation is
structured and how they influence the effectiveness of the organisational process.
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30 | P a g e
The process of organising in a business context is influenced by various factors that can affect how
resources, tasks, and responsibilities are structured within an organisation. These factors are often viewed
differently depending on the theoretical framework or management perspective.

Welcome
Take NOTE!

Understanding these various viewpoints allows organisations to develop a more nuanced approach to
organising, enabling them to adapt their structures and processes to both internal and external factors.

Module Overview
Assessment
Learning Resources
Lecture Programme
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31 | P a g e
Unit 3: Management Process: Leadership

Specific Outcomes 1. Explain the concept of leadership within the business context.

Welcome
2. Differentiate between leadership and management.
3. Describe the components of leadership.
4. Discuss the major leadership theories.
5. Identify contemporary leadership issues.
6. Explain employee motivation and its relationship with employee behaviour.
7. Differentiate between groups and teams within an organisation.

Module Overview
8. Describe a basic communication model.

Unit Rationale

This unit focuses on leadership in the management process, which refers to the ability of a manager to
inspire, influence, and guide individuals or teams toward achieving organisational goals. It involves setting
a vision, motivating employees, making strategic decisions, and fostering a positive organisational culture.
Effective leadership helps to align the team’s efforts with the overall objectives, encourages collabouration,
and enhances employee performance and satisfaction. Leadership is crucial for driving change, maintaining
team morale, and achieving long-term success.

Assessment
Topics Overview

 Concept of Leadership within the Business Context

 Differentiating Between Leadership and Management
 Components of Leadership

Learning Resources
 Major Leadership Theories
 Contemporary Leadership Issues
 Employee Motivation and its Relationship with Employee Behaviour
 Differentiating Between Groups and Teams within an Organisation
 Basic Communication Model.
Assessment Criteria Lecture Programme
Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

 Explain the concept of leadership within the business context.

 Differentiate between leadership and management.
 Describe the components of leadership.
 Discuss the major leadership theories.
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 Identify contemporary leadership issues.

 Explain employee motivation and its relationship with employee behaviour.
 Differentiate between groups and teams within an organisation.
 Describe a basic communication model.

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3.1 Concept of Leadership within the Business Context

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 244-245 ). Oxford University Press.

In this topic, students will learn about the concept of leadership within a business context. Leadership refers

Module Overview
to the ability to influence, inspire, and guide individuals or groups towards achieving organisational goals.

It involves setting a vision, providing direction, and motivating employees to follow that vision. Leadership
is essential in creating a positive work environment, fostering innovation, and driving organisational
success. Students will also explore the role of leaders in decision-making, problem-solving, and conflict
resolution within the business. By the end of this topic, students will understand the importance of

Assessment
leadership in motivating employees and aligning their efforts towards achieving the business's objectives.

Take NOTE!
In business, effective leadership is essential for creating a cohesive, productive environment where

Learning Resources
employees feel motivated and aligned with the organisation’s goals. It requires a combination of vision,
communication, decision-making, and interpersonal skills to guide the team towards success and manage
challenges effectively. Leaders shape the culture and future of the organisation, making leadership a
critical factor in business success.

3.2 Differentiating between Leadership and Management

Lecture Programme

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
p. 245 ). Oxford University Press.
Communication

33 | P a g e
 In this topic, students will explore the key differences between leadership and management. While the two
concepts are often used interchangeably, they have distinct functions within an organisation. Students will
gain insight into how leaders inspire and influence teams to achieve long-term objectives, while managers

Welcome
ensure tasks are executed efficiently and in line with organisational goals.

Leadership

The ability to influence, inspire, and guide others towards achieving a shared vision or goal. It focuses on
motivation, change, and setting direction.

Module Overview
Management

The process of planning, organising, and controlling resources and tasks to achieve organisational
objectives. It focuses on efficiency, stability, and maintaining smooth operations.

Assessment
Take NOTE!

While leadership and management are different, they are complementary. Both are crucial for
organisational success—leaders provide vision and direction, while managers ensure that the vision is
executed effectively.

Learning Resources
3.3 Components of Leadership

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 248-250 ). Oxford University Press. Lecture Programme

In this topic, students will study the components of leadership that contribute to effective leadership within
an organisation By the end of this topic, students will understand the qualities and skills that make up
effective leadership and how these components help in guiding and influencing teams.
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34 | P a g e
The components of leadership include several key elements that contribute to a leader’s ability to influence
and guide others effectively. These components are:

1. Vision: A leader must have a clear, compelling vision of the future that they can communicate to

Welcome
inspire and guide their team towards achieving common goals.
2. Communication: Effective communication is crucial for leadership. Leaders need to clearly convey
ideas, expectations, and feedback, as well as listen to the concerns and suggestions of their team.
3. Integrity: Leaders must act with honesty, transparency, and consistency. Integrity builds trust and
credibility, which are essential for effective leadership.

Module Overview
4. Empathy: Understanding and valuing the emotions, perspectives, and needs of others is essential.
Empathetic leaders create a supportive environment where team members feel valued and
understood.
5. Decision-making: Leaders are responsible for making decisions, often in complex and uncertain
situations. Good leaders use critical thinking, data, and input from others to make informed
decisions.

Assessment
6. Inspiration and motivation: Leaders inspire and motivate their team, fostering enthusiasm and
commitment to achieving organisational goals. They encourage high performance and growth
among team members.
7. Delegation: Effective leaders delegate tasks and responsibilities, empowering their team members
to take ownership of projects and contribute to the organisation’s success.

Learning Resources
8. Adaptability: Leaders must be flexible and able to adjust to changing circumstances, challenges,
and opportunities. Adaptability ensures leaders can lead through change and uncertainty.
9. Emotional intelligence: The ability to manage and use emotions (both one’s own and others’) in a
productive way. It helps leaders build strong relationships and navigate difficult situations
effectively.
10. Accountability: A good leader takes responsibility for their actions and decisions, and holds Lecture Programme
themselves and their team accountable for meeting goals and delivering results.

Take NOTE!
The components work together to create a leadership style that motivates, guides, and influences others
towards achieving success within an organisation.
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35 | P a g e
3.4 Major Leadership Theories

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 250-258 ). Oxford University Press.

This topic focuses on major leadership theories that have shaped our understanding of effective leadership.

Module Overview
These theories provide different perspectives on how leaders can influence and guide their teams. Students
will gain insight into how these theories provide different approaches to leadership and how leaders can
use them in various organisational contexts.

Take NOTE!
Leadership theories are important because they provide frameworks and insights that help leaders

Assessment
understand their roles, behaviours, and the impact they have on their teams and organisations.

3.5 Contemporary Leadership Issues

STUDY Prescribed Reading

Learning Resources
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 252-254 ). Oxford University Press.

In this topic, students will examine contemporary leadership issues that organisations face in the modern
business world. By the end of this topic, students will understand the current leadership challenges
Lecture Programme

businesses face and how leaders can address these issues to lead effectively in a rapidly changing world.

Take NOTE!
These contemporary leadership issues require leaders to be adaptable, empathetic, and forward-thinking
in their approach, focusing not only on traditional management skills but also on addressing the complex,
Communication

dynamic challenges of today's business world.

36 | P a g e
3.6 Employee Motivation and its Relationship with Employee Behaviour

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 258-259 ). Oxford University Press.

In this topic, students will explore the concept of employee motivation and its direct relationship with

Module Overview
employee behaviour. Motivated employees are more likely to perform well, be committed to their work,
and contribute to the overall success of the organisation. Various theories of motivation, such as Maslow’s
Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Expectancy Theory, will be discussed to illustrate
how leaders can motivate their employees. Motivation is closely tied to factors like job satisfaction, work
environment, rewards, recognition, and the opportunity for growth. Students will understand the role of
motivation in shaping employee attitudes and behaviours and how leaders can influence motivation to

Assessment
improve organisational performance.

Employee motivation refers to the psychological processes that drive individuals to achieve goals and
perform tasks effectively in the workplace. It is influenced by factors such as personal values, needs,
incentives, work environment, and leadership style. Motivated employees are more likely to show initiative,

Learning Resources
remain engaged, and perform at a high level.

Employee behaviour, on the other hand, refers to the actions and attitudes displayed by employees within
an organisation. This can include work ethic, commitment, collabouration, productivity, and overall attitude
toward their tasks.
Lecture Programme

The relationship between employee motivation and employee behaviour is crucial. Motivated employees
are more likely to exhibit positive behaviours such as high productivity, proactive problem-solving, and
strong collabouration with colleagues. Conversely, when motivation is low, employees may show
disengagement, lack of effort, and lower job satisfaction, leading to negative behaviours like absenteeism
or turnover. Therefore, understanding and fostering motivation is key to influencing positive employee
Communication

behaviour, ultimately enhancing organisational performance and success.

37 | P a g e
 Take NOTE!
Employee motivation is essential for improving productivity, job satisfaction, and overall performance,
which directly impacts the success and sustainability of an organisation.

Welcome
3.7 Differentiating between Groups and Teams within an Organisation

STUDY Prescribed Reading

Module Overview
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 259-263 ). Oxford University Press.

This topic will distinguish between groups and teams within an organisation. While the terms are often
used interchangeably, they have different characteristics. By the end of this topic, students will understand
the differences between groups and teams and how teams are an essential component of effective

Assessment
organisational performance.

Take NOTE!
While both groups and teams involve individuals working together, groups are more loosely connected

Learning Resources
with independent work, while teams are collabourative, goal-oriented, and interdependent.

3.8 Basic Communication Model

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Lecture Programme

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 263-264 ). Oxford University Press.

In this topic, students will learn about a basic communication model used in business. Communication is a
critical aspect of leadership and management. In the context of management, a basic communication
model is crucial for ensuring that information flows effectively between managers, employees, and
Communication

stakeholders. Good communication helps ensure that instructions, feedback, and organisational goals are
clearly understood and followed.

38 | P a g e
 Take NOTE!
Effective communication in management ensures that messages are transmitted clearly, feedback is
obtained, and there is minimal interference (noise) in the communication process. By understanding and

Welcome
applying the communication model, managers can enhance teamwork, decision-making, and
productivity within their teams and the broader organisation.

Module Overview
Assessment
Learning Resources
Lecture Programme
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39 | P a g e
Unit 4: Management Process: Control

Specific Outcomes 1. Explain the importance of the concept of control within the business context.

Welcome
2. Describe how a control process should function.
3. Identify the key areas of control in the organisation.
4. Discuss the characteristics of an effective control system.
5. Describe how the control process provides feedback for the revision of
planning.

Module Overview
Unit Rationale

This unit focuses on the management process of control, which involves monitoring and evaluating the
progress of activities towards achieving organisational goals. It ensures that the organisation's plans are
being implemented as intended and that any deviations are corrected. The control process typically involves
setting performance standards, measuring actual performance, comparing the two, and taking corrective
actions if necessary. Effective control helps managers ensure efficiency, improve performance, and align
activities with the organisation's objectives.

Topics Overview

Assessment
 Importance of the Concept of Control within the Business Context
 How a Control Process Should Function
 Key Areas of Control in the Organisation
 Characteristics of an Effective Control System
How the Control Process Provides Feedback for the Revision of Planning

Learning Resources


Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

 Explain the importance of the concept of control within the business context.
 Describe how a control process should function.
Identify the key areas of control in the organisation.
Lecture Programme

 Discuss the characteristics of an effective control system.
 Describe how the control process provides feedback for the revision of planning.
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40 | P a g e
4.1 Importance of the Concept of Control within the Business Context

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 270-272 ). Oxford University Press.

In this topic, students will learn about the importance of control within a business context. Control is a

Module Overview
critical element of management that ensures organisational goals are being met and that operations are
running efficiently and effectively. It involves setting standards, measuring performance, comparing actual
performance to these standards, and taking corrective actions when necessary. By the end of this topic,
students will appreciate how control helps managers steer the organisation toward success by ensuring
everything stays on track.

Assessment
Take NOTE!
Control is a critical function within business management that ensures plans are executed effectively,
goals are achieved, and resources are used efficiently, ultimately contributing to the long-term success
of the organisation.

Learning Resources
4.2 How a Control Process should Function

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 272-276 ). Oxford University Press. Lecture Programme

In this topic, students will explore how a control process should function effectively within a business. By
understanding this process, students will learn how control ensures that the business remains aligned with
its goals and strategies.
Communication

The control process in a business setting follows a systematic approach to ensure that activities are on
track and aligned with organisational goals.

41 | P a g e
It typically involves the following steps:

1. Establish standards: The first step in the control process is to define clear, measurable performance
standards. These standards serve as benchmarks against which actual performance will be

Welcome
evaluated. Standards could be set for various areas like production output, sales targets, or
customer satisfaction.
2. Measure actual performance: In this step, the actual performance is observed and recorded. This
could involve gathering data through reports, surveys, direct observations, or performance metrics.
The goal is to track how well the business is performing compared to the established standards.

Module Overview
3. Compare actual performance with standards: Once the actual performance data is collected, it is
compared to the predetermined standards. If there is a discrepancy between the two, it highlights
whether performance is on target, above expectations, or falling short.
4. Analyse variances: If deviations are found between actual performance and the standards,
managers must analyse the causes of the variances. This could involve looking into factors such as
inefficiencies, resource shortages, or external influences. Identifying the root cause helps to

Assessment
understand why performance deviated.
5. Take corrective actions: Based on the analysis, managers decide on the necessary actions to bring
performance back in line with the standards. This could involve adjusting processes, reallocating
resources, changing strategies, or providing additional training to staff.
6. Review and adjust standards (if necessary): If the control process reveals that the standards were

Learning Resources
unrealistic or no longer relevant due to changes in the business environment, they may be
adjusted. Continuous feedback from the control process may require periodic updates to goals
and benchmarks.

Take NOTE!
Lecture Programme
The control process ensures that an organisation’s activities remain focused on achieving its objectives,
and any necessary adjustments are made in a timely manner. It is an ongoing cycle that helps improve
efficiency, resolve issues, and ensure continuous alignment with business goals.
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4.3 Key Areas of Control in the Organisation

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 276-282 ). Oxford University Press.

In this topic, students will identify the key areas of control within an organisation. Effective control is needed

Module Overview
across various areas of business to ensure efficiency and alignment with organisational goals. By the end
of this topic, students will understand the importance of controlling each of these key areas to ensure
smooth organisational operations.

The key areas of control in an organisation typically focus on critical aspects of business operations that
directly impact performance and success. These include:

Assessment
1. Financial control: This involves monitoring and managing the organisation’s financial resources.
Key areas include budgeting, financial reporting, cash flow management, and profitability analysis.
Financial control ensures that the company stays within budget and maximises its financial
performance.
2. Operational control: Operational control focuses on the efficiency and effectiveness of daily

Learning Resources
operations. It involves overseeing production processes, quality control, inventory management,
and delivery of services. This ensures that operations run smoothly, resources are optimally utilised,
and customer satisfaction is maintained.
3. Human Resource control: This involves managing employee performance, training, development,
and overall productivity. HR control includes monitoring attendance, employee engagement,
performance evaluations, and the alignment of workforce skills with the organisation’s needs.
Lecture Programme

4. Quality control: Quality control ensures that products or services meet the established standards
and customer expectations. It involves inspecting processes, measuring product quality, and
identifying areas for improvement to avoid defects and enhance overall quality.
5. Strategic control: Strategic control monitors the implementation of the organisation’s long-term
strategic goals. It involves assessing whether the company is achieving its strategic objectives,
analysing market trends, and adjusting plans when necessary to stay competitive.
Communication

6. Marketing control: Marketing control involves assessing the effectiveness of marketing strategies,
advertising campaigns, sales performance, and customer outreach. It helps ensure that the
marketing efforts are aligned with organisational goals and customer expectations.

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 7. Compliance and legal control: This area ensures the organisation adheres to relevant laws,
regulations, and industry standards. It involves monitoring legal risks, ensuring compliance with tax
laws, environmental regulations, and other statutory obligations.

Welcome
8. Information control: Information control focuses on managing and securing data and information
within the organisation. This includes ensuring data accuracy, protecting sensitive information, and
maintaining effective systems for knowledge sharing and decision-making.

Module Overview
Take NOTE!
By focusing on these critical areas, businesses can address potential issues promptly, optimise resources,
and maintain alignment with their overall objectives.

4.4 Characteristics of an Effective Control System

STUDY Prescribed Reading

Assessment
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 282-283 ). Oxford University Press.

Learning Resources
In this topic, students will explore the characteristics of an effective control system. A well-functioning
control system ensures that the organisation meets its objectives and makes adjustments as necessary.
Students will learn how these characteristics contribute to a robust control system that helps organisations
maintain optimal performance.

Take NOTE!
Lecture Programme

An effective control system provides accurate, timely, and actionable information, is adaptable, simple,
and cost-effective, and supports the achievement of organisational goals. It is a vital tool for managers
to monitor performance, address issues promptly, and keep the organisation on track.
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4.5 How the Control Process Provides Feedback for the Revision of Planning

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 283-284 ). Oxford University Press.

In this topic, students will understand how the control process provides feedback that helps in the revision

Module Overview
of planning. The control process serves as a feedback loop that informs management whether the
organisation is on track to meet its objectives. By the end of this topic, students will understand the
importance of using control processes as an ongoing feedback mechanism that helps revise plans,
enhance performance, and maintain organisational success.

The control process provides feedback for revising planning by comparing actual performance with

Assessment
established standards. If there are discrepancies, the causes are identified, and feedback is provided to
management. This feedback helps managers adjust the plan, set more realistic objectives, reallocate
resources, or implement corrective actions. Continuous monitoring ensures that the plan remains relevant
and aligned with the organisation’s goals, allowing for ongoing improvements and adaptation to changing
conditions.

Learning Resources
Take NOTE!
The control process provides continuous feedback on organisational performance, which informs the
revision of plans, making them more accurate, realistic, and aligned with the business’s evolving needs.
This feedback loop helps ensure that the organisation remains adaptable and on course toward achieving
its objectives. Lecture Programme
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Unit 5: Human Resource Management

Specific Outcomes 1. Describe the role of the human resource function in organisations.

Welcome
2. Explain the contribution human resources management makes to
organisational effectiveness.
3. Outline human resource management responsibilities.
4. Describe the key process theories of motivation.
5. Evaluate the different motivational strategies.
6. Explain the basic steps involved in human resource planning.

Module Overview
7. Describe how companies use recruiting to find qualified applicants within the
business environment.
8. Detail the selection techniques and procedures used to select suitable
applicants.
9. Determine the training needs and select appropriate training methods.
10. Discuss how to use performance appraisals to give meaningful employee
feedback.
11. Describe the basic compensation strategies and how they affect human
resource practices.

Assessment
12. Explain the legal and regulatory environment in human resource
management.

Unit Rationale

This unit introduces you to Human Resource Management (HRM), which refers to the strategic approach
to managing an organisation's most valuable asset—its people. It involves the planning, acquisition,

Learning Resources
development, and management of human capital to ensure the organisation's goals are achieved
effectively and efficiently. HRM covers a range of functions aimed at improving employee performance,
satisfaction, and well-being.

Topics Overview

 Role of the Human Resource Function in Organisations

 Contribution of Human Resources Management to Organisational Effectiveness Lecture Programme

 Human Resource Management Responsibilities

 Key Process Theories of Motivation
 Evaluating Different Motivational Strategies
 Basic Steps in Human Resource Planning
 How Companies Use Recruiting to Find Qualified Applicants
 Selection Techniques and Procedures
Communication

 Training Needs and Selecting Appropriate Training Methods

 Using Performance Appraisals to Give Meaningful Employee Feedback
 Basic Compensation Strategies and How they Affect HR Practices
 Legal and Regulatory Environment in Human Resource Management

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 Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

Welcome
 Describe the role of the human resource function in organisations.
 Explain the contribution human resources management makes to organisational effectiveness.
 Outline human resource management responsibilities.
 Describe the key process theories of motivation.
 Evaluate the different motivational strategies.

Module Overview
 Explain the basic steps involved in human resource planning.
 Describe how companies use recruiting to find qualified applicants within the business
environment.
 Detail the selection techniques and procedures used to select suitable applicants.
 Determine the training needs and select appropriate training methods.
 Discuss how to use performance appraisals to give meaningful employee feedback.
 Describe the basic compensation strategies and how they affect human resource practices.

Assessment
 Explain the legal and regulatory environment in human resource management.

5.1 Role of the Human Resource Function in Organisations

Learning Resources
STUDY Prescribed Reading
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 327-329 ). Oxford University Press.

In this topic, students will learn about the role of the human resource (HR) function within organisations. Lecture Programme

The HR department is critical in managing an organisation's most valuable asset—its people. HR ensures
the recruitment, development, and retention of employees to meet organisational goals. It also supports
strategic decision-making by aligning the workforce with business objectives By the end of this topic,
students will understand how the HR function supports organisational success by effectively managing
human capital.
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Take NOTE!
HR is integral to managing the workforce, ensuring employees are well-supported, motivated, and
performing effectively, while also aligning with the organisation’s strategic objectives.

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5.2 Contribution of Human Resource Management to Organisational Effectiveness

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 329-330 ). Oxford University Press.

In this topic, students will explore the contribution HR management makes to the overall effectiveness of

Module Overview
an organisation. HR management plays a pivotal role in enhancing employee performance, engagement,
and satisfaction, which in turn drives organisational success. Students will learn how effective HR
management can directly contribute to the organisation's long-term success.

Take NOTE!
HRM directly influences organisational effectiveness by building a skilled, motivated, and aligned

Assessment
workforce that can meet the organisation’s objectives and adapt to changing business environments.

5.3 Human Resource Management Responsibilities

STUDY Prescribed Reading

Learning Resources
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
p. 330 ). Oxford University Press.

In this topic, students will outline the responsibilities of HR management within an organisation. By
understanding these responsibilities, students will recognise how HR professionals play a critical role in
Lecture Programme

supporting the organisation's overall strategy.

Human Resource Management (HRM) has several key responsibilities to ensure that an organisation’s
workforce is effectively managed.
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48 | P a g e
These responsibilities include:

1. Recruitment and staffing: Attracting, recruiting, and selecting suitable candidates for the
organisation. Managing the hiring process to ensure a good fit between candidates and the

Welcome
organisation’s needs.
2. Training and development: Designing and implementing training programmes to enhance
employees’ skills and knowledge. Providing opportunities for career growth and development,
ensuring employees are prepared for higher responsibilities.
3. Performance management: Setting performance standards and goals for employees.

Module Overview
Conducting regular performance reviews, providing feedback, and addressing performance issues.
Recognising and rewarding high performers.
4. Compensation and benefits: Developing and managing competitive salary structures, bonuses,
and other benefits. Ensuring fair and equitable compensation that attracts, motivates, and retains
talent.
5. Employee relations: Promoting positive relationships between employees and management.

Assessment
Addressing workplace conflicts, grievances, and disputes. Ensuring open communication and
fostering a positive organisational culture.
6. Health and safety: Ensuring a safe and healthy work environment.
Implementing health and safety policies and procedures in compliance with legal standards.
Promoting employee well-being through various wellness programmes.

Learning Resources
7. Legal compliance: Ensuring the organisation complies with employment laws, regulations, and
ethical standards. Managing contracts, labour relations, and employee rights to avoid legal risks.
8. Employee engagement and motivation: Developing initiatives that keep employees motivated and
engaged. Promoting job satisfaction and a positive work environment.
9. Succession planning: Identifying and preparing employees for future leadership roles within the
organisation. Ensuring the continuity of talent by developing internal candidates for key positions. Lecture Programme
10. Diversity and inclusion: Promoting diversity in the workplace and ensuring inclusive hiring practices.
Creating a work environment that respects and values differences among employees.

Take NOTE!
HRM’s responsibilities are broad and aim to manage the organisation's most important asset—its
Communication

people—ensuring that employees are well-trained, motivated, and aligned with the organisation's goals
and values.

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5.4 Key Process Theories of Motivation

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 351-363 ). Oxford University Press.

In this topic, students will explore key process theories of motivation, which explain how employees are

Module Overview
motivated to perform at their best. By studying these theories, students will understand how motivation
influences employee behaviour and performance.

The key process theories of motivation focus on understanding how individuals make decisions about their
level of effort and what drives them to achieve specific goals. These theories explore the cognitive
processes involved in motivation, and they include:

Assessment
1. Vroom’s Expectancy Theory: This theory suggests that motivation is based on the expectation that
effort will lead to performance, and performance will lead to desired outcomes. It involves three
key components:
 Expectancy: The belief that effort will lead to performance.
 Instrumentality: The belief that performance will lead to a specific outcome or reward.

Learning Resources
 Valence: The value placed on the reward or outcome. Vroom argues that individuals are
motivated to perform tasks when they believe that their effort will result in a desired
performance level and that this performance will lead to valued rewards.
2. Adams’ Equity Theory: This theory emphasises fairness and how employees compare their inputs
(effort, skills, experience) and outputs (rewards, recognition) with others. If an individual perceives
an imbalance or inequity, they may feel demotivated. Employees are motivated when they perceive
Lecture Programme
fairness in the reward system, and they may adjust their effort if they feel that the outcome is unfair
compared to others.
3. Locke’s Goal-Setting Theory: According to this theory, specific and challenging goals, along with
feedback, lead to higher performance. Clear goals give direction and purpose to an individual’s
efforts, and the challenge of the goal motivates them to achieve it. The theory highlights the
importance of setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to
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enhance motivation.

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 4. Skinner’s Reinforcement Theory: Skinner’s theory focuses on how behaviours are influenced by
external rewards and punishments. Positive reinforcement (rewarding desirable behaviour)
increases the likelihood of a behaviour being repeated, while negative reinforcement (removing

Welcome
an unpleasant condition) also encourages certain behaviours. Punishments, on the other hand,
aim to decrease undesirable behaviours. This theory suggests that motivation is shaped by the
consequences of actions.
5. Herzberg’s Two-Factor Theory: Herzberg proposed that there are two categories of factors that
influence motivation:

Module Overview
 Hygiene factors: These are basic needs like salary, working conditions, and job security. Their
absence can cause dissatisfaction, but their presence doesn’t necessarily motivate.
 Motivators: These include factors like achievement, recognition, responsibility, and personal
growth. They lead to higher motivation and job satisfaction.

Take NOTE!
These process theories help organisations understand how employees are motivated by their perceptions

Assessment
of effort, reward, fairness, and goals, and they provide insights into how to enhance motivation in the
workplace.

5.5 Evaluating Different Motivational Strategies

Learning Resources
STUDY Prescribed Reading
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 227-229 ). Oxford University Press.

In this topic, students will evaluate different motivational strategies that can be applied within organisations
Lecture Programme

to improve employee performance and engagement. By the end of this topic, students will be able to
assess the effectiveness of various strategies in motivating employees and improving organisational
performance.
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 Take NOTE!
Different motivational strategies are effective in varying contexts, depending on the organisation's culture,
goals, and employee needs. A combination of intrinsic (non-monetary) and extrinsic (monetary)

Welcome
motivators, along with a focus on employee development, empowerment, and work-life balance, is often
the most effective approach. Organisations should regularly assess their motivational strategies to ensure
they remain relevant, fair, and effective in encouraging employee performance and satisfaction.

5.6 Basic Steps in Human Resource Planning

Module Overview
STUDY Prescribed Reading
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 330-333 ). Oxford University Press.

Assessment
In this topic, students will learn the basic steps involved in human resource planning, which ensures that
the organisation has the right number of people with the right skills at the right time. Students will learn
how HR planning contributes to the effective allocation of human resources and supports business
objectives.

Learning Resources
Human resource planning is a process used by organisations to ensure they have the right number of
people with the right skills in the right roles at the right time. The basic steps involved in human resource
planning are as follows:

Purpose Steps
Lecture Programme
Analyse Understand the overall strategic goals of Align human resource requirements with
Organisational the organisation, such as expansion, organisational goals to determine the type
Objectives restructuring, or introducing new and number of employees needed in the
products or services. This provides the future.
foundation for HR planning.

Forecasting Predict the future HR needs based on Estimate the number of employees
Human Resource organisational goals, market trends, and needed and the specific skills required to
Demand other external factors. meet future demands. This involves
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analysing factors such as business growth,

new technologies, and turnover rates.

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Analyse the Assess the current workforce in terms of Conduct a skills inventory to identify
Current numbers, skills, performance, and strengths and gaps in the current
Workforce potential for growth. workforce. Assess current staffing levels to
understand the internal talent pool and

Welcome
areas where development or new hires are
needed.

Identify HR Gaps Determine any gaps between the current Compare the current workforce skills, size,
workforce and the future HR needs and structure with future requirements.
identified in the forecasting stage. Identify whether there is a need for new
recruits, training, or restructuring.

Module Overview
Develop HR Create strategies to bridge the identified Decide on methods to address workforce
Strategies HR gaps. needs, such as recruitment, training and
development, redeployment, or
outsourcing. Also, create strategies to
retain existing employees and develop
talent internally.

Implement HR Put the HR strategies into action to Implement recruitment, training, and
Plans ensure the necessary resources are development programmes, or adjust the

Assessment
available when needed. organisational structure to align with HR
goals. Ensure that HR policies and
procedures are in place to support these
changes.

Monitor and Track the effectiveness of HR planning Regularly assess the success of HR
Evaluate and make adjustments as needed. strategies, monitor staff turnover, and

Learning Resources
measure the impact of training and
development. Adjust plans based on
changing organisational needs, market
conditions, or feedback from employees.

Table 5-1: Basic Steps in Human Resource Planning

Lecture Programme

Take NOTE!
By following these steps, organisations can ensure they are prepared to meet future HR demands, which
can contribute to achieving overall business goals.
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5.7 How Companies use Recruitment to Find Qualified Applicants

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 333-337 ). Oxford University Press.

In this topic, students will explore how companies use recruiting to find qualified applicants within the

Module Overview
business environment. Effective recruitment strategies are crucial for attracting top talent. Students will
understand how effective recruiting practices help companies attract qualified candidates who fit their
organisational culture and needs.

In the business environment, companies use recruitment to identify, attract, and hire qualified applicants
who are suited for specific roles within the organisation. This process is critical for ensuring that the

Assessment
company has the right talent to achieve its strategic goals.

Take NOTE!
By using a structured recruitment process, companies can ensure they attract and select qualified

Learning Resources
applicants who not only meet the job’s requirements but also align with the company’s culture and long-
term goals. Effective recruitment is crucial for maintaining competitive advantage, reducing turnover, and
enhancing overall organisational performance.

5.8 Selection Techniques and Procedures

STUDY Prescribed Reading

Lecture Programme

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 337-340 ). Oxford University Press.

In this topic, students will detail the selection techniques and procedures used by companies to select
suitable applicants. By the end of this topic, students will have a clear understanding of how companies
Communication

use these methods to select the most qualified candidates.

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 The selection process is a critical part of hiring, as it ensures that the most suitable candidates are chosen
for the role based on their skills, experience, and compatibility with the company’s values and culture.
There are several techniques and procedures used by companies to select suitable applicants, and these

Welcome
can vary depending on the nature of the job, the organisation, and the industry.

Take NOTE!
The selection process involves a combination of techniques that ensure the most qualified candidates are
chosen. Each stage, from application review to interviews and testing, is designed to assess whether a

Module Overview
candidate has the necessary skills, qualifications, and attributes to succeed in the role. By using a
structured and thorough selection process, businesses can reduce the risk of poor hiring decisions,
increase employee performance, and enhance overall organisational effectiveness.

5.9 Training Needs and Selecting Appropriate Training Methods

STUDY Prescribed Reading

Assessment
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 340-346 ). Oxford University Press.

Learning Resources
In this topic, students will learn how to determine training needs and select appropriate training methods.
The process involves; Identifying skills gaps, choosing the right training methods, evaluating training
effectiveness. By the end of this topic, students will be able to understand how to assess training needs
and ensure that the right training methods are selected to enhance employee performance.

Take NOTE!
Lecture Programme

To determine training needs, an organisation must carefully assess current performance, employee skills,
and business goals. After identifying gaps, appropriate training methods can be selected based on factors
like objectives, budget, employee preferences, and time constraints. By implementing the right training,
organisations can improve employee performance, increase job satisfaction, and contribute to overall
business success.
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5.10 Using Performance Appraisals to Give Meaningful Employee Feedback

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 346-347 ). Oxford University Press.

In this topic, students will explore how performance appraisals are used to give meaningful employee

Module Overview
feedback. Students will learn how to conduct effective performance appraisals that provide valuable
feedback to employees and contribute to their growth and development.

Performance appraisals are essential tools in assessing and improving employee performance. They
provide a structured way for managers to give meaningful feedback that can enhance an employee's
strengths, address areas of improvement, and foster professional growth.

Assessment
Take NOTE!
By using performance appraisals as a tool for meaningful feedback, organisations can motivate
employees, improve their performance, and foster professional growth. Clear expectations, specific
examples, open dialogue, and a supportive environment are key components of giving constructive and

Learning Resources
effective feedback that benefits both the employee and the organisation.

5.11 Basic Compensation Strategies and How they Affect HR Practices

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:
Lecture Programme

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 348-351 ). Oxford University Press.

In this topic, students will describe basic compensation strategies and how they affect HR practices.
Compensation strategies are designed to attract, retain, and motivate employees. Students will understand
how compensation strategies play a role in employee motivation, retention, and satisfaction.
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 Compensation strategies significantly influence various HR practices, such as recruitment, retention,
performance management, and employee development. They determine how employees are motivated,
how HR plans for training and skills development, and how the company adapts to market conditions. The

Welcome
chosen strategy must align with the organisation's goals and culture. HR professionals must regularly assess
and adjust compensation strategies to ensure competitiveness, fairness, and alignment with overall
business objectives.

Take NOTE!

Module Overview
Compensation strategies are fundamental in shaping an organisation's approach to human resources.
They impact how the business attracts, retains, and motivates employees, ultimately contributing to
organisational success.

5.12 Legal and Regulatory Environment in Human Resource Management

Assessment
STUDY Prescribed Reading
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 365-395 ). Oxford University Press.

Learning Resources
In this topic, students will learn about the legal and regulatory environment in which HR operates. HR
managers must comply with a wide range of laws and regulations that govern labour practices. By the end
of this topic, students will understand how HR must navigate these legal requirements to avoid liabilities
and ensure fair treatment for all employees.

Lecture Programme
The legal and regulatory environment in Human Resource Management (HRM) refers to the body of laws
and regulations that govern how employers manage their workforce. These laws are designed to ensure
fair treatment of employees, protect their rights, and ensure that employers comply with ethical and legal
standards. HR professionals must be well-versed in this environment to avoid legal disputes, maintain
ethical practices, and create a positive working environment. In South Africa, the legal framework for HRM
is influenced by various acts and regulations.
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Key Acts that Govern Human Resource Management (HRM) in South Africa

The following key acts govern HRM in South Africa:

 Labour Relations Act (LRA): Regulates the relationship between employers, employees, and trade

Welcome
unions, focusing on collective bargaining, dispute resolution, and protection of workers' rights.
 Basic Conditions of Employment Act (BCEA): Establishes minimum standards for working conditions,
such as working hours, overtime, leave entitlements, and termination of employment.
 Employment Equity Act (EEA): Promotes equal opportunity and fair treatment in employment,
aiming to eliminate discrimination and achieve diversity in the workforce.
Occupational Health and Safety Act (OHSA): Ensures that employers provide a safe and healthy

Module Overview

work environment, outlining responsibilities for maintaining safety standards and preventing
accidents.
 Unemployment Insurance Act (UIA): Provides financial assistance to employees who lose their jobs
or are temporarily unable to work due to illness, maternity, or other reasons.
 Skills Development Act: Aims to promote the development of skills in the workforce through training
and education, with a focus on improving the skills of employees.
 Basic Conditions of Employment Amendment Act (BCEA Amendment): Updates the BCEA to

Assessment
address issues such as family responsibility leave and compliance with international labour standards.
 Employment Standards Act: Regulates working hours, pay, and conditions related to employment,
ensuring the protection of workers' rights.

Take NOTE!

Learning Resources
The legal and regulatory environment shapes how HR professionals develop policies, manage talent, and
ensure a fair and just working environment. Adherence to these laws prevents costly legal disputes,
enhances employee satisfaction, and promotes a more productive workforce. Non-compliance can lead
to legal sanctions, reputational damage, and a loss of employee trust.

Lecture Programme
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Unit 6: Marketing Management

Specific Outcomes 1. Define marketing as a part of the management process.

Welcome
2. Describe the establishment and evolution of marketing thought.
3. Detail the market offering.
4. Illustrate how to use marketing research to understand the environment.
5. Analyse the behaviour patterns of consumers.
6. Explain how to segment the consumer market and how objectives are chosen
in the market.

Module Overview
7. Utilise marketing instruments as part of developing a marketing strategy.
8. Demonstrate how the product or service of the business is used to develop a
marketing strategy.
9. Demonstrate how the price decision is used by the business in formulating a
marketing strategy.
10. Analyse how distribution decisions are used by the business in the
development of a marketing strategy.
11. Explain how changes in the product life cycle will influence the marketing
strategy.

Assessment
Unit Rationale

In this unit, you will learn about Marketing Management, which is the process of planning, implementing,
and overseeing marketing strategies to achieve an organisation's goals and objectives. It involves the
analysis, planning, execution, and control of marketing activities aimed at identifying, anticipating, and
satisfying customer needs profitably. Marketing management ensures that a company’s products or

Learning Resources
services meet market demands and are communicated effectively to the target audience.

Topics Overview

 Marketing as a Part of the Management Process

 Establishment and Evolution of Marketing Thought
 The Market Offering
Lecture Programme
 Using Marketing Research to Understand the Environment
 Analysing Consumer Behaviour Patterns
 Segmentation of the Consumer Market and Choosing Objectives
 Utilising Marketing Instruments in Developing a Marketing Strategy
 How the Product or Service is Used to Develop a Marketing Strategy
 How the Price Decision is Used in Formulating a Marketing Strategy
 How Distribution Decisions are Used in Marketing Strategy
Communication

 How Changes in the Product Life Cycle Influence the Marketing Strategy.

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 Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

Welcome
 Define marketing as a part of the management process.
 Describe the establishment and evolution of marketing thought.
 Detail the market offering.
 Illustrate how to use marketing research to understand the environment.
 Analyse the behaviour patterns of consumers.

Module Overview
 Explain how to segment the consumer market and how objectives are chosen in the market.
 Utilise marketing instruments as part of developing a marketing strategy.
 Demonstrate how the product or service of the business is used to develop a marketing strategy.
 Demonstrate how the price decision is used by the business in formulating a marketing strategy.
 Analyse how distribution decisions are used by the business in the development of a marketing
strategy.
 Explain how changes in the product life cycle will influence the marketing strategy.

Assessment
6.1 Marketing as Part of the Management Process

STUDY Prescribed Reading

Learning Resources
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 402-403 ). Oxford University Press.

In this topic, students will learn about marketing as a critical component of the management process that
focuses on identifying, anticipating, and satisfying customer needs and wants through the creation and Lecture Programme

delivery of products and services. By the end of this topic, student will understand that marketing is not
limited to advertising; it encompasses a broader range of activities such as market research, product
development, pricing, distribution, and promotions, all of which contribute to achieving organisational
goals and driving business growth.
Communication

Marketing, as part of the management process, is the strategic approach used by an organisation to
identify, create, communicate, and deliver value to customers. It involves a range of activities aimed at
meeting customer needs and desires, while aligning these with the company’s overall business goals.

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 Within the management process, marketing is focused on understanding the market environment,
segmenting the market, developing suitable products or services, setting competitive prices, promoting
offerings, and managing distribution channels to ensure the right products reach the right customers at

Welcome
the right time.

Role of marketing in management:

 Strategic alignment: Marketing ensures that the company’s product or service offerings align with
consumer demands and the company’s goals.

Module Overview
 Customer focus: It helps in understanding consumer preferences, ensuring customer satisfaction,
and fostering long-term relationships.
 Value creation: Marketing is integral in creating value for both customers and the company, making
it a key driver of revenue and profitability.
 Integrated process: Marketing works alongside other management functions like operations,
finance, and human resources to drive cohesive strategies that help achieve the organisation’s
objectives.

Assessment
Take NOTE!
Marketing within the management process ensures that an organisation’s offerings are not only
competitive but also resonate with customers, contributing to the long-term success of the business.

Learning Resources
6.2 Establishing and Evolution of Marketing Thought

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 403-406 ). Oxford University Press.
Lecture Programme

In this topic, students will learn about the evolution of marketing thought. Marketing thought has evolved
significantly over time, shifting from a focus on merely selling products to a more customer-centric
approach. These developments highlight the increasing recognition of marketing as a strategic function,
integral to a company’s long-term success and its ability to remain competitive in a rapidly changing
Communication

marketplace. At the end of this topic, students will have a clear understanding of how marketing thought
has evolved and the key trends that have shaped contemporary marketing practices.

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 Take NOTE!
The evolution of marketing thought has moved from a focus on production and product to an emphasis
on consumer needs and societal considerations, reflecting changes in both business practices and

Welcome
consumer behaviour. Today, marketing continues to evolve with technological advancements and a
growing emphasis on customer engagement, relationships, and digital innovation.

6.3 The Market Offering

Module Overview
STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 406-410 ). Oxford University Press.

In this topic, students will learn about the concept of the market offering. The market offering is a

Assessment
comprehensive combination of the product, service, and any associated benefits or features that a
company provides to fulfill consumer needs. At the end of this topic, students will understand how to
develop a market offering that effectively addresses customer needs and positions the business for success
in the marketplace.

Learning Resources
Take NOTE!
A coffee shop's market offering could include the core service of providing coffee (core product), a variety
of coffee blends and pastries (actual product), a loyalty program (augmented product), a relaxing
atmosphere (customer experience), and online ordering or delivery services (place). Promotional
campaigns might include discounts, social media marketing, or limited-time offers. All of these elements
together contribute to the coffee shop's overall market offering to its customers. Lecture Programme

6.4 Using Marketing Research to Understand the Environment

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
Communication

pp. 413-418 ). Oxford University Press.

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 Take NOTE!
Marketing research is a vital tool that businesses use to understand the environment in which they
operate. It involves gathering, analysing, and interpreting data related to market trends, consumer

Welcome
behaviour, competitors, and other external factors.

6.5 Analysing Consumer Behaviour Patterns

STUDY Prescribed Reading

Module Overview
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 418-424 ). Oxford University Press.

In this topic, students will explore the concept of consumer behaviour and its impact on marketing
strategies. Analysing consumer behaviour is fundamental to understanding how individuals make

Assessment
purchasing decisions. This behaviour is influenced by a variety of factors, including psychological, social,
cultural, and personal elements. At the end of this topic, students will be able to analyse consumer
behaviour and apply this understanding to marketing strategy development.

Learning Resources
Take NOTE!
In the South African context, consider how consumer behaviour might vary in response to the rise of
health-consciousness in the population. A growing number of South African consumers are becoming
more focused on healthy lifestyles, which affects their purchasing behaviour. Businesses in the food and
beverage industry may notice this trend and develop new product offerings such as sugar-free or organic
options to meet this demand.
Lecture Programme

6.6 Segmentation of the Consumer Market and Choosing Objectives

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 424-430 ). Oxford University Press.
Communication

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 In this topic, students will examine the concept of market segmentation and its significance in developing
effective marketing strategies. Segmentation involves dividing a broad market into sub-groups of
consumers with shared characteristics such as demographics, geographic location, psychographics, and

Welcome
behaviour. This approach allows businesses to create tailored marketing strategies for each segment,
ensuring that marketing efforts are targeted and effective. Students will also learn how to choose objectives
for each market segment, ensuring that these goals are clear, measurable, and aligned with the needs of
the target audience. At the end of this topic, students will be able to identify market segments and develop
focused strategies that meet the specific needs of each group.

Module Overview
Take NOTE!
In South Africa, where there is a wide range of cultural, economic, and demographic diversity,
segmentation allows businesses to cater to specific groups. For example, a business selling clothing might
target high-income consumers in urban areas with premium, fashion-forward options while offering more
affordable, basic clothing lines to middle- and low-income consumers in rural or less affluent areas.

Assessment
6.7 Utilising Marketing Instruments in Developing a Marketing Strategy

STUDY Prescribed Reading

Refer to your prescribed textbook and study the following:

Learning Resources
Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
p. 431 ). Oxford University Press.

In this topic, students will learn about marketing instruments, also known as the marketing mix, and how
they are used to develop a comprehensive marketing strategy. The marketing mix consists of the four Ps:
product, price, place, and promotion. Students will understand the importance of aligning these four Lecture Programme

components to achieve business objectives and build a successful marketing strategy. At the end of this
topic, students will be able to apply the four Ps in creating a balanced and effective marketing mix.

Take NOTE!
By combining these marketing instruments, businesses can develop a holistic marketing strategy. The key
Communication

is to ensure all four elements work together to meet the goals of the business and satisfy customer needs.
The 4 Ps should be aligned with the company’s overall objectives, market conditions, and consumer
expectations.

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6.8 How the Product or Service is used to Develop a Marketing Strategy

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 431-445). Oxford University Press.

In this topic, students will explore the role of the product or service in developing a marketing strategy.

Module Overview
The product or service is the foundation of any marketing strategy, as it directly relates to customer needs,
competitive pressures, and market trends. Students will learn about the product development process,
which includes designing, testing, and launching products that deliver value and differentiate the company
from its competitors. At the end of this topic, students will understand how to develop a product strategy
that aligns with both market demands and company objectives.

Assessment
The product is a fundamental component of any marketing strategy, as it is the core offering that addresses
customer needs and desires. Its importance can be highlighted in the following ways:

1. Customer satisfaction: A well-designed and high-quality product meets the needs and preferences
of the target market, ensuring customer satisfaction and loyalty. When the product aligns with
what customers want, it encourages repeat purchases and positive word-of-mouth

Learning Resources
recommendations.
2. Differentiation: In a competitive market, having a unique or differentiated product helps a business
stand out from its competitors. This could be through quality, design, features, or branding, giving
the business a competitive edge.
3. Brand identity: The product is a key element in establishing and reinforcing a company’s brand.
How a product is developed, packaged, and delivered reflects the company’s values and
Lecture Programme

reputation, contributing to the overall brand image.

4. Pricing strategy: The type and quality of the product directly influence its pricing. A premium
product allows for higher pricing, while a mass-market product requires a more competitive pricing
strategy. The product’s perceived value helps set the right price point.
5. Market positioning: The product determines how a company is positioned in the market. For
instance, luxury goods will be positioned differently from everyday items, and the product
Communication

characteristics influence the overall marketing strategy and target audience.

6. Innovation and adaptation: Regularly updating or innovating the product ensures that the business
remains relevant to changing customer needs and market conditions. A product that evolves with
trends and consumer expectations can capture new segments and retain existing customers.

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 Take NOTE!
The product is the foundation of the marketing strategy, as it drives customer demand, supports
competitive advantage, and influences other elements of the marketing mix like price, promotion, and

Welcome
place.

6.9 How the Price Decision is used in Formulating a Marketing Strategy

STUDY Prescribed Reading

Module Overview
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 445-447 ). Oxford University Press.

In this topic, students will explore the importance of pricing as a crucial element of the marketing strategy.
Students will also gain an understanding of how price decisions affect product positioning and how

Assessment
changes in pricing can influence the overall success of a marketing strategy. At the end of this topic,
students will be able to make informed pricing decisions that align with market conditions and customer
expectations.

Learning Resources
The price is a crucial element of the marketing strategy because it directly impacts a company’s profitability,
competitiveness, and market positioning. Here’s why price is so important:

 Revenue generation: Price is the main factor in generating revenue. The right pricing strategy
ensures that the company earns enough to cover costs and make a profit while offering value to
customers.
 Market positioning: Pricing reflects the brand’s position in the market. A premium price can signal
high quality or exclusivity, while a lower price can appeal to budget-conscious consumers or position
Lecture Programme

the brand as affordable and accessible.

 Customer perception of value: Price is often a key indicator of value. Customers tend to associate
higher prices with higher quality, but too high a price may make the product seem unaffordable,
while too low a price might suggest poor quality.
 Competitive advantage: Pricing can be used strategically to differentiate from competitors. A
competitive price can attract customers away from rivals, especially in saturated markets.
Alternatively, a company may use price skimming or penetration pricing to gain market share.
Communication

 Demand sensitivity: Price impacts demand, and understanding price elasticity helps businesses set a
price that maximises sales without losing customers. For some products, even a small change in
price can have a significant effect on demand.

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  Profitability: Effective pricing directly impacts profit margins. While pricing too high can result in lost
sales, pricing too low can lead to insufficient profit margins. The right price balances profitability with
customer willingness to pay.
 Flexibility in strategy: Pricing allows for flexibility in promotions, discounts, and offers. For example,

Welcome
seasonal pricing, bundling, or limited-time offers can be used to attract customers and drive sales
at different times.

Take NOTE!

Module Overview
Price plays a central role in the marketing strategy because it influences demand, market positioning,
customer perception, competitive edge, and profitability. Setting the right price is essential for business
success and long-term growth.

6.10 How Distribution Decisions are used in the Marketing Strategy

STUDY Prescribed Reading

Assessment
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 447-452 ). Oxford University Press.

Learning Resources
In this topic, students will focus on the distribution or placement element of the marketing mix. Distribution
decisions are essential for ensuring that products reach customers in a timely and efficient manner.
Students will learn about the different distribution channels, such as retail stores, wholesalers, e-commerce
platforms, and direct-to-consumer sales. Effective distribution strategies ensure that products are available
at the right time, in the right place, and in the right quantity, enhancing customer convenience and
satisfaction. Students will also examine how factors such as geographic location, customer preferences,
Lecture Programme
and logistics efficiency impact distribution decisions and overall sales performance. At the end of this topic,
students will understand how to design an effective distribution strategy that maximises product availability
and sales.

Take NOTE!
Distribution is essential in ensuring that products reach the target market efficiently and effectively,
Communication

impacting sales, customer satisfaction, market reach, and overall business performance. An optimal
distribution strategy can significantly contribute to a company’s success.

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6.11 How Changes in the Product Life Cycle Influence the Marketing Strategy

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 442-445 ). Oxford University Press.

In this topic, students will learn about the product life cycle (PLC) and its influence on marketing strategies.

Module Overview
The PLC model outlines the stages a product undergoes from its introduction to its decline: introduction,
growth, maturity, and decline. Students will understand how each stage requires different marketing
approaches to maximise the product’s success. Students will learn how to adapt pricing, promotion, and
distribution strategies to match the product’s stage in its life cycle and maximise its success at each phase.
At the end of this topic, students will be able to develop marketing strategies that align with the product’s
life cycle stage and business goals.

Assessment
During the introduction phase, the focus is on awareness and market entry, while in the growth stage,
efforts concentrate on expanding market share. In the maturity stage, differentiation and retention become
key, and in the decline stage, cost management and efficient distribution are prioritised. Understanding
the product life cycle helps businesses allocate resources effectively and tailor their marketing strategies to

Learning Resources
each stage.

Take NOTE!
As the product moves through its life cycle, the marketing strategy must evolve accordingly.

Lecture Programme
Communication

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Unit 7: Public Relations Management

Specific Outcomes 1. Explain the nature of public relations management.

Welcome
2. Describe the public relations management process.
3. Detail the communication tasks of public relations.
4. Discuss the issues pertaining to social responsibility and business ethics.

Unit Rationale

This unit focuses on the essential role of public relations (PR) management in building and maintaining a

Module Overview
positive image and relationship between an organisation and its stakeholders. The unit will delve into the
PR management process, communication tasks, and the ethical issues surrounding corporate social
responsibility. By the end of this unit, students will have a comprehensive understanding of how PR
contributes to an organisation’s overall strategy and success.

Topics Overview

 The Nature of Public Relations Management

The Public Relations Management Process

Assessment

 The Communication Tasks of Public Relations
 Issues Pertaining to Social Responsibility and Business Ethics.
Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

Learning Resources
 Explain the nature of public relations management.
 Describe the public relations management process.
 Detail the communication tasks of public relations.
 Discuss the issues pertaining to social responsibility and business ethics.

Lecture Programme
Communication

69 | P a g e
7.1 The Nature of Public Relations Management

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Wiehahn, J. (2015). N5 Introduction to Public Relations in the SA Context ([edition unavailable], pp. 9-34).
Future Managers.

In this topic, students will learn about public relations (PR) management as a strategic communication

Module Overview
process. PR management is essential for building and maintaining positive relationships between an
organisation and its stakeholders, including customers, employees, investors, the media, and the general
public. The primary goal of PR management is to create and enhance a favourable image of the
organisation while ensuring effective communication of its message. Students will explore the various tools
used in PR, such as media relations, social media, press releases, events, and community outreach. They
will understand the role of PR managers in shaping public perception, handling crises, and fostering long-

Assessment
term positive relationships. At the end of this topic, students will be able to define the role of public relations
in shaping organisational reputation and managing stakeholder communication.

Take NOTE!

Learning Resources
Public relations management is about managing communication and fostering goodwill with both internal
and external audiences to create a positive and lasting impression of the organisation.

7.2 The Public Relations Management Process

STUDY Prescribed Reading

Lecture Programme
Refer to your prescribed textbook and study the following:

Wiehahn, J. (2015). N5 Introduction to Public Relations in the SA Context ([edition unavailable], pp. 9-34).
Future Managers.

In this topic, students will explore the public relations management process. The PR management process
consists of several key steps that guide effective communication and relationship-building. This cyclical
Communication

process helps organisations adapt to changing public perceptions and maintain a positive image. At the
end of this topic, students will be able to describe the steps involved in the PR management process and
how they contribute to successful communication and reputation-building.

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The public relations management process is a systematic approach to planning, executing, and evaluating
PR activities aimed at building and maintaining positive relationships between an organisation and its
stakeholders.

Welcome
The process typically involves the following key stages:

1. Research and Analysis

 Objective: The first step is to understand the organisation's current situation, its stakeholders,
and the external environment. This involves conducting research to identify the needs,
concerns, and perceptions of the target audiences.

Module Overview
 Methods: Research can include surveys, focus groups, media analysis, and stakeholder
interviews.
 Outcome: This stage helps in identifying PR challenges and opportunities, and understanding
public opinion, which will inform the PR strategy.
2. Setting Objectives
 Objective: After understanding the current situation, clear, measurable PR objectives are
established. These objectives should align with the overall goals of the organisation and guide

Assessment
the PR activities.
 Examples: Objectives may include improving brand awareness, managing a crisis, enhancing
community relations, or promoting a new product.
 SMART Goals: Objectives should be Specific, Measurable, Achievable, Relevant, and Time-
bound.
3. Strategy Development

Learning Resources
 Objective: This stage focuses on determining how the objectives will be achieved. It involves
identifying key messages, target audiences, communication channels, and tactics.
 Key Messages: These should align with the organisation’s core values and brand identity.
 Tactics: This may include media outreach, press releases, social media campaigns, events,
community engagement, or crisis management strategies.
4. Implementation Lecture Programme
 Objective: This stage involves putting the PR plan into action. The tactics outlined in the
strategy are executed, and communication channels are activated to deliver messages to the
intended audiences.
 Actions: Examples include sending press releases to media, launching social media campaigns,
holding press conferences, organising community outreach events, or responding to media
queries.
 Coordination: Ensuring all activities are well coordinated across different platforms and
Communication

departments (such as marketing, HR, and communications) is critical for consistency.

5. Monitoring and Evaluation
 Objective: After implementation, it’s essential to assess the effectiveness of the PR activities.
This involves tracking the results and measuring whether the objectives were achieved.

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  Methods: Monitoring involves using tools like media monitoring, social media analytics,
surveys, feedback from stakeholders, and sales data (if applicable).
 Evaluation: PR effectiveness can be evaluated by assessing outcomes such as media coverage,
audience engagement, brand reputation, public opinion, or changes in stakeholder behaviour.

Welcome
6. Adjustment and Improvement
 Objective: Based on the evaluation results, adjustments are made to improve future PR efforts.
If the objectives were not met, the process may require a strategic revision.
 Action: This may involve tweaking messages, changing tactics, or adjusting the way the target
audience is approached.

Module Overview
Take NOTE!
The public relations management process is cyclical, meaning that after evaluation and adjustments, the
cycle begins again to continuously improve and adapt PR strategies.

7.3 The Communication Tasks of Public Relations

Assessment
STUDY Prescribed Reading
Refer to your prescribed textbook and study the following:
Wiehahn, J. (2015). N5 Introduction to Public Relations in the SA Context ([edition unavailable], pp. 93-
108). Future Managers.

Learning Resources
In this topic, students will examine the communication tasks of public relations. PR professionals engage
in a range of tasks aimed at influencing, informing, and engaging both internal and external stakeholders.
At the end of this topic, students will be able to identify key communication tasks in PR and explain how
they contribute to effective public relations management.
Lecture Programme

The communication tasks of public relations (PR) involve a variety of activities aimed at managing how an
organisation interacts with its stakeholders and the public. These tasks are designed to build and maintain
a positive image, establish credibility, and create understanding.
Communication

72 | P a g e
Key Communication Tasks of Public Relations

 Media Relations
 Task: Managing relationships with the media (e.g., journalists, newspapers, TV stations, radio)

Welcome
to ensure positive coverage and address any negative publicity.
 Activities: Writing press releases, organising press conferences, responding to media inquiries,
arranging interviews with key company spokespersons, and fostering positive media
relationships.
 Crisis Communication
 Task: Developing strategies to manage and communicate effectively during a crisis or negative

Module Overview
event that could harm the organisation’s reputation.
 Activities: Creating crisis communication plans, drafting statements, managing the flow of
information, communicating transparently with stakeholders, and addressing public concerns
to protect the organisation's image.
 Corporate Communication
 Task: Ensuring that the organisation's internal and external communications are consistent and
aligned with its brand and values.

Assessment
 Activities: Communicating the organisation’s mission, vision, values, and achievements to both
internal audiences (employees) and external stakeholders (customers, investors, media, etc.).
 Publicity and Promotion
 Task: Generating media coverage and public interest in the organisation, its products, services,
or events.
 Activities: Writing and distributing press releases, securing interviews, engaging with

Learning Resources
influencers, and creating publicity campaigns around new launches, events, or corporate social
responsibility initiatives.
 Social Media Management
 Task: Managing the organisation’s presence on social media platforms (e.g., Facebook, Twitter,
Instagram, LinkedIn) to engage with audiences and share content that reflects the
organisation's brand and values.
 Activities: Posting updates, responding to customer inquiries, managing online reputation, Lecture Programme
monitoring social media trends, and engaging with followers to maintain a positive brand
image.
 Internal Communication
 Task: Communicating effectively within the organisation to engage employees and ensure
they are aligned with company goals and culture.
 Activities: Sharing company news, updates, policies, and objectives with employees through
newsletters, emails, meetings, intranet, and employee engagement activities.
Communication

 Event Management
 Task: Organising and managing events such as press conferences, product launches,
corporate events, and community outreach programmes.

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  Activities: Coordinating logistics, inviting media and influencers, preparing presentations, and
ensuring that events are aligned with the organisation’s objectives and image.
 Stakeholder Engagement
Task: Engaging with the organisation’s various stakeholders (e.g., customers, investors,

Welcome

employees, communities) to build and maintain positive relationships.
 Activities: Regular communication, feedback surveys, community outreach, investor relations
programmes, and addressing stakeholder concerns to ensure mutual understanding and trust.
 Reputation Management
 Task: Monitoring and enhancing the organisation’s reputation by managing how the public

Module Overview
perceives the organisation.
 Activities: Monitoring media coverage, addressing negative feedback, promoting positive
aspects of the organisation, and engaging in corporate social responsibility (CSR) initiatives to
build goodwill.
 Public Affairs and Lobbying
 Task: Managing relationships with government bodies, policymakers, and other influential
organisations to ensure the organisation’s interests are represented in public policy.
Activities: Lobbying for specific legislation, engaging with government agencies, and working

Assessment

on public policy initiatives that align with the organisation's goals.
 Brand Management
 Task: Ensuring that all communications and marketing efforts are aligned with the
organisation’s brand image and identity.
 Activities: Developing brand messaging, promoting the brand's values, and ensuring

Learning Resources
consistent brand representation across all communications channels.
 Community Relations
 Task: Building and maintaining positive relationships with local communities and social groups,
particularly where the organisation operates.
 Activities: Supporting local initiatives, participating in charity events, engaging in volunteer
work, and aligning with causes that resonate with both the organisation and the community.
 Content Creation Lecture Programme

 Task: Producing content that communicates the organisation's message effectively to its
audiences.
 Activities: Writing articles, blog posts, newsletters, speeches, and other materials that promote
the organisation and engage with stakeholders.

Take NOTE!
Communication

The communication tasks of public relations are designed to support the organisation’s objectives by
fostering positive relationships, managing the organisation’s reputation, and ensuring consistent
messaging across all communication channels.

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7.4 Issues Pertaining to Social Responsibility and Business Ethics

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:
Wiehahn, J. (2015). N5 Introduction to Public Relations in the SA Context ([edition unavailable], pp. 149-
163). Future Managers.

In this topic, students will focus on the role of social responsibility and business ethics in public relations

Module Overview
management. Students will understand the potential consequences of failing to uphold ethical standards,
such as public backlash, reputational damage, and loss of trust. At the end of this topic, students will be
able to explain the significance of ethics and social responsibility in public relations and how PR
professionals manage these aspects in their work.

Social responsibility refers to the ethical framework and practice where individuals, organisations, or

Assessment
businesses consider the impact of their actions on society and the environment. It involves taking
responsibility for the consequences of their decisions, not only to maximise profit but also to contribute
positively to the well-being of society, protect the environment, and ensure fair treatment of employees,
customers, and other stakeholders. Social responsibility can include initiatives such as environmental
sustainability, ethical business practices, philanthropy, and promoting social justice and equality.

Learning Resources
Business ethics refers to the principles and standards that guide the behaviour and decision-making of
individuals and organisations in the business environment.

It involves applying ethical values, such as honesty, integrity, fairness, and accountability, to business
practices and interactions with stakeholders, including employees, customers, suppliers, and the wider
Lecture Programme

community. Business ethics ensures that companies operate in a socially responsible and morally
acceptable manner, balancing the pursuit of profit with the welfare of society and the environment.

Take NOTE!
PR serves as the bridge that communicates an organisation’s ethical practices and social responsibility
Communication

efforts to the public. A company that behaves ethically and takes on social responsibility will use PR to
maintain a good reputation and promote its values.

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Unit 8: Financial Management

Specific Outcomes 1. Apply the fundamental principles of financial management.

Welcome
2. Determine the break-even point of a business organisation.
3. Calculate the present and future value of amounts.
4. Analyse the financial statements of a business organisation.
5. Describe the financial planning process.

Unit Rationale

Module Overview
This unit focuses on financial management, which refers to the planning, organising, controlling, and
monitoring of financial resources within an organisation to achieve its objectives and maximise its value. It
involves making strategic decisions about how to allocate, invest, and manage funds efficiently, ensuring
that the company remains financially stable and can meet its short-term and long-term goals.

Topics Overview

 Apply the Fundamental Principles of Financial Management

 Determine the Break-Even Point of a Business Organisation

Assessment
 Calculate the Present and Future Value of Amounts
 Analyse the Financial Statements of a Business Organisation
 Describe the Financial Planning Process.
Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain

Learning Resources
and describe (as appropriate) the:

 Apply the fundamental principles of financial management.

 Determine the break-even point of a business organisation.
 Calculate the present and future value of amounts.
 Analyse the financial statements of a business organisation.
 Describe the financial planning process. Lecture Programme
Communication

76 | P a g e
8.1 Apply the Fundamentals Principles of Financial Management

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 482-483 ). Oxford University Press.

In this topic, students will learn about the fundamentals of financial management. Financial management
involves the strategic process of managing an organisation’s financial resources to achieve its objectives

Module Overview
effectively and efficiently. Students will explore key principles such as profitability, liquidity, and risk
management. At the end of this topic, students will be able to explain the core principles of financial
management and their role in ensuring an organisation’s financial success and sustainability.

Principle of Risk and Return

Application: Financial managers must assess the risk and potential return on investment

Assessment

opportunities. Higher risks often come with higher potential returns, but they also increase the
chances of loss. This principle guides decisions on capital budgeting, portfolio management, and
investment choices.
 Example: A company might decide to invest in a new product line. The financial manager evaluates
both the expected returns and the associated risks, such as market competition and production
costs, before proceeding.

Learning Resources
Principle of Time Value of Money (TVM)

 Application: Money has a time value, meaning that a unit of currency today is worth more than the
same amount in the future due to its potential earning power. This principle is applied in decision-
making, particularly in investment analysis and financial planning.
Example: A company may compare the value of receiving R100,000 today versus R100,000 a year
Lecture Programme

from now, considering factors like inflation and interest rates, to decide whether to invest or wait.

Principle of Liquidity

 Application: An organisation must maintain sufficient liquidity to meet its short-term obligations.
This principle is applied when managing working capital, ensuring there is enough cash flow to cover
daily operations without compromising long-term growth.
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 Example: A company may adjust its credit policy or manage inventory levels to ensure it has enough
cash to pay suppliers and employees on time.

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Principle of Profitability

 Application: Financial management should aim to ensure that the company is profitable in both the
short-term and long-term. Profitability ensures sustainable growth and the ability to reinvest in the
business.

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 Example: A business reviews its pricing strategy, cost control measures, and revenue generation to
maximise profit margins while maintaining competitive pricing.

Principle of Financial Flexibility

 Application: Organisations must maintain the ability to adjust their financial position and respond to

Module Overview
changes in the market, economy, or business environment. This flexibility is essential to handle
unexpected costs or take advantage of new opportunities.
 Example: A business may maintain a credit line or reserve funds, so it has the ability to act quickly
when needed, such as in the event of an acquisition opportunity or an economic downturn.

Principle of Cost of Capital

 Application: The cost of capital is the rate of return required by investors and creditors to provide

Assessment
funding for the company. Financial managers must carefully manage the capital structure (debt vs
equity) to minimise the cost of capital while ensuring the business can secure necessary funds.
 Example: A company evaluates whether to issue equity or take on debt for a new project,
considering the cost of each option and the impact on the company’s financial stability and
shareholder value.

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Principle of Efficient Markets

 Application: The principle suggests that the market price of an asset reflects all available information.
Financial managers use this principle to assess market conditions and make informed investment or
funding decisions.
 Example: A company analysing stock prices or commodity markets would use available information
and market trends to make decisions about buying or selling assets. Lecture Programme

Principle of Diversification

 Application: Diversifying investments and financial activities reduces risk. By spreading investments
across different assets or projects, financial managers can minimise the impact of any single loss or
underperformance.
 Example: A company may decide to diversify its investment portfolio by investing in different
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industries or geographical regions to mitigate risks and maximise potential returns.

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 Take NOTE!
By applying these fundamental principles of financial management, businesses can make sound financial
decisions, manage risks, maintain profitability, and ensure long-term sustainability.

Welcome
8.2 Determine the Break-even Point of a Business Organisation

STUDY Prescribed Reading

Module Overview
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 484-485). Oxford University Press.

In this topic, students will explore the concept of the break-even point. The break-even point represents
the level of sales at which total revenue equals total costs, resulting in no profit or loss. Understanding the

Assessment
break-even point helps businesses assess the minimum sales required to avoid losses and informs strategic
decisions on pricing, cost control, and sales targets. At the end of this topic, students will be able to
calculate the break-even point and analyse its implications for pricing and strategic decision-making.

Take NOTE!

Learning Resources
Break-even Point (in units) = (Fixed Costs) / (Selling Price per unit - Variable Cost per unit).

8.3 Calculate the Present and Future Value of Amounts

STUDY Prescribed Reading Lecture Programme

Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 484-490 ). Oxford University Press.

In this topic, students will learn about the present value (PV) and future value (FV) concepts. These concepts
are fundamental for assessing the value of money over time in financial management. At the end of this
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topic, students will be able to calculate present and future values and explain their importance in financial
decision-making.

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 Present Value (PV) helps determine how much a future amount is worth today, and it’s useful in investment
decision-making, such as evaluating the worth of future cash flows.

Welcome
Future Value (FV) helps predict how much an amount today will grow in the future with compounded
interest, useful for financial planning, savings, and investment goals.

Take NOTE!

Module Overview
The time value of money is fundamental: a Rand today is worth more than a Rand tomorrow. Whether
calculating Present Value (PV) or Future Value (FV), always keep in mind that the value of money changes
over time due to interest rates.

8.4 Analyse the Financial Statements of a Business Organisation

STUDY Prescribed Reading

Assessment
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 490-496 ). Oxford University Press.

Learning Resources
In this topic, students will study financial statement analysis. Financial statement analysis is a critical process
for evaluating the financial health and performance of a business. At the end of this topic, students will be
able to analyse financial statements to assess a company’s financial health and make informed strategic
decisions.

Take NOTE! Lecture Programme

The key thing to remember when analysing financial statements, is to always compare the company’s
performance with industry benchmarks or historical data to gain context and make informed decisions.

8.5 Decribe the Financial Planning Process

STUDY Prescribed Reading

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Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 496-500 ). Oxford University Press.

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In this topic, students will explore the financial planning process. Financial planning involves creating a
comprehensive strategy for managing an organisation’s financial resources to achieve its objectives. At the
end of this topic, students will be able to describe the financial planning process and its importance in

Welcome
achieving long-term profitability and supporting business growth.

The financial planning process involves a series of steps to ensure that a business or individual can achieve
financial goals and effectively manage resources.

Nr. Step Information

Module Overview
1 Establish Financial Goals Define short-term and long-term financial objectives (e.g.,
profitability, savings, investment, or debt reduction).

2 Assess Current Financial Evaluate the existing financial position by reviewing financial
Situation statements (balance sheet, income statement, cash flow statement)
to understand assets, liabilities, income, and expenses.

3 Identify Resources and Determine available resources (capital, assets) and constraints
Constraints (budget limits, cash flow, debt obligations) that may impact financial

Assessment
decisions.

4 Develop Financial Create plans to meet the identified goals. This could include
Strategies: budgeting, investing, financing options, cost-cutting measures, and
risk management strategies.

5 Prepare Financial Develop detailed budgets, forecasts, and financial projections to

Learning Resources
Statements and Budgets map out the expected financial outcomes.

6 Implement the Financial Put the strategies into action by making decisions regarding
Plan investments, expenditures, and resource allocation.

7 Monitor and Review Regularly track financial performance against goals and budgets,
identifying any discrepancies or areas for improvement.

8 Adjust the Plan as Revise the financial plan if needed based on changing
Necessary circumstances, such as market conditions, company performance,
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or personal goals.

Table 8-1: Steps in the Financial Planning Process

Take NOTE!
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The financial planning process ensures that resources are allocated efficiently, risks are managed, and
financial goals are achieved over time. By setting goals, evaluating current financial situations, and
continuously reviewing progress, individuals or businesses can maintain financial health and stability.

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Unit 9: Operations Management

Specific Outcomes 1. Explain the importance of operations management within the business.

Welcome
2. Describe the components of operations management.
3. Illustrate how classification systems may assist operational management to
best manage processes.

Unit Rationale

This unit focuses the administration of business practices to create the highest level of efficiency within an

Module Overview
organisation; operations management. It involves managing the production and delivery of products and
services. The goal of operations management is to maximise productivity, minimise costs, and ensure that
products or services are delivered in a timely and cost-effective manner.

Topics Overview

 Explain the Importance of Operations Management within the Business

 Describe the Components of Operations Management
 Illustrate How Classification Systems May Assist Operational Management to Best Manage

Assessment
Processes.
Assessment Criteria

Student demonstrates an appropriately detailed understanding of the learning outcomes and can explain
and describe (as appropriate) the:

 Explain the importance of operations management within the business.

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 Describe the components of operations management.
 Illustrate how classification systems may assist operational management to best manage processes.

Lecture Programme
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9.1 Explain the Importance of Operations Management within the Business

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 287-289 ). Oxford University Press.

In this topic, students will learn about the importance of operations management. Operations

Module Overview
management focuses on the efficient management of processes that produce and deliver products or
services to customers. At the end of this topic, students will be able to explain the significance of operations
management in ensuring business success and profitability.

The importance of operations management within a business lies in its ability to ensure the efficient use of
resources, smooth production processes, and the delivery of quality products or services. Key reasons

Assessment
include:

 Cost efficiency: Effective operations management helps reduce waste, streamline processes, and
minimise production costs, leading to higher profitability for the business.
 Quality control: It ensures that products or services meet predefined standards, enhancing customer
satisfaction and brand reputation.

Learning Resources
 Customer satisfaction: By ensuring timely and consistent delivery of goods or services, operations
management plays a critical role in meeting customer expectations and building loyalty.
 Resource optimisation: Proper management of materials, inventory, and human resources helps
businesses maximise the use of available resources, reducing unnecessary expenditures.
 Competitive advantage: A well-managed operations system allows a company to offer superior
products, faster delivery times, and better customer service, making it more competitive in the
market.
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 Flexibility and scalability: Operations management allows businesses to quickly adjust to market
demands, manage capacity, and scale up or down based on fluctuations in customer needs.
 Risk management: By identifying potential risks, such as supply chain disruptions or production
delays, operations management helps businesses develop contingency plans and maintain smooth
operations.

Take NOTE!
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Operations management is crucial for ensuring that businesses run efficiently, remain competitive, and
deliver value to customers while optimising costs and resources. Without effective operations
management, businesses may face inefficiencies, quality issues, and customer dissatisfaction, which can
ultimately affect their bottom line.

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9.2 Describe the Components of Operations Management

STUDY Prescribed Reading

Welcome
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 291-298 ). Oxford University Press.

In this topic, students will explore the key components of operations management. These components are

Module Overview
designed to ensure the smooth and efficient functioning of an organisation’s production processes. At the
end of this topic, students will be able to identify and explain the key components of operations
management and their role in optimising business operations.

Components of Operations Management involve various functions and processes that collectively ensure
the effective and efficient production of goods and services. The main components include:

Assessment
Product Design This component focuses on creating products that meet customer needs while being
and easy and cost-effective to produce. It involves planning the features, functions, and
Development specifications of a product.

Process Design Involves planning and setting up the processes required to manufacture products or

Learning Resources
and deliver services. It aims to make the production process efficient and ensure the
Improvement product meets quality standards. Continuous process improvement, such as lean
manufacturing or Six Sigma, is a key focus here.

Supply Chain Managing the flow of materials, components, and finished goods from suppliers to the
Management end customer. It includes procurement, logistics, and coordination of all suppliers,
ensuring that materials are available when needed, and production runs smoothly.

Inventory Ensuring the right amount of raw materials, work-in-progress, and finished goods are Lecture Programme
Management available. This involves managing stock levels, reducing excess inventory, and avoiding
stockouts, all while minimising holding costs.

Quality Control This component ensures that products meet quality standards and customer
and Assurance expectations. It includes inspecting materials, processes, and finished products,
implementing testing procedures, and ensuring consistent quality.

Capacity Involves determining the production capacity needed to meet customer demand.
Planning Proper capacity planning helps ensure that the company can scale up or down to meet
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changing demand levels without over or underutilising resources.

Scheduling and Ensuring that production is carried out according to plan and that tasks are performed
Workflow in the right order, at the right time. This helps optimise the use of resources and time,
Management reducing bottlenecks and delays.

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 Maintenance and Maintaining machinery, tools, and equipment to ensure they are in good working
Equipment condition. Preventive maintenance helps minimise downtime and extends the life of
Management equipment, ensuring efficient operations.

Human Resource Involves managing the workforce involved in production. This includes hiring, training,

Welcome
Management and assigning roles, as well as motivating and retaining employees, which are crucial
for maintaining high productivity levels.

Cost Control and Ensuring that production costs are within the planned budget, which includes
Budgeting monitoring expenses related to raw materials, labour, and overheads. Effective cost
control helps improve profitability.

Module Overview
Table 9-1: The Main Components of Operations Management

Take NOTE!
Each component of operations management works together to ensure that a company can produce
quality products or services efficiently, meet customer demands, and operate at optimal costs. Effective
management of these components is essential for business success and competitiveness in the market.

Assessment
9.3 Illustrate how Classification Systems may Assist Operational Management to Manage Processes

STUDY Prescribed Reading

Learning Resources
Refer to your prescribed textbook and study the following:

Erasmus, B., Rudansky-Kloppers, S., & Strydom, J. (2019). Introduction to business management (11th ed.,
pp. 298-300 ). Oxford University Press.

In this topic, students will learn about classification systems in operations management. Classification
systems help organise and prioritise processes, products, and resources, ensuring efficient operations. At
Lecture Programme
the end of this topic, students will be able to explain different classification systems and their importance
in improving operational efficiency and decision-making.

Classification systems are methods used to organise and categorise information, products, resources, or
processes into distinct groups or categories. These systems help in simplifying complex data, making it
easier for managers to make decisions, allocate resources, and optimise business operations.
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In a business context, classification systems can apply to various aspects such as inventory, processes,
customers, suppliers, or even tasks. By grouping items with similar characteristics, businesses can identify
patterns, prioritise tasks, and manage resources more effectively.

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 Take NOTE!
Classification systems help operational management streamline processes, optimise resources, and make
informed decisions. By grouping similar elements and categorising tasks, products, inventory, and risks,

Welcome
businesses can allocate resources more effectively, improve efficiency, and ultimately achieve better
operational outcomes.

Module Overview
Assessment
Learning Resources
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Communication and Support

This section details the methods of engagement with the module instructor and peers. Discussion forums

Welcome
and virtual consultation hours are accessible via the student portal.

Student Support

Information regarding learning support services is provided here. Contact details for all support services

Module Overview
are available on the student portal.

Student support can assist you with:

 Drafting your class schedules

 Redirecting queries (as required)

 Preparing and coordinating all administrative tasks related to your student portal

Assessment
 Assisting with software queries and/or difficulties

 Being your first point of contact for tickets, calls, live chats, and emails

 Monitoring and tracking your academic health

 Accesibility concerns/queries.

Learning Resources
Student support cannot assist you with answers to tests or answers to academic questions.

For account-related enquiries, please contact the finance department by dialing 011 262 5115, or sending
an email to accounts@[Link].

Lecture Programme
Customer Heroes

Contact the customer heroes for generic queries such as accessing timetables and standard portal queries.

Consultations

Consultation times may be arranged with the lecturer if required. Refer to your student portal for
consultation details. Students need to give lecturers 48 hours’ notice for appointments.
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Quality Assurance

Student feedback will be elicited through the completion of an online evaluation questionnaire that
addresses both the module instruction, the lecturer’s expertise in the subject, and content quality.

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Attendance: Students must ensure that they attend classes regularly. Where student attendance health is
flagged as ‘critical’ by the system, student support will contact the account payer to encourage better
student attendance.

Module Overview
Online submissions: The portal for submissions is constantly monitored and queries about the reason for
non-submission and missing deadlines are raised.

Other aspects of institutional quality assurance can be found in the suite of policies and procedure
documents pertaining to the institution. These documents are available on the website [Link]

Assessment
Consistent Achievement

Concerns are raised to account payers when consistent good marks are not achieved. Best practices are
applied, and ongoing student feedback is welcomed.

Learning Resources
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