A booking application is made by filling in the online booking form, or by submitting an email or faxed copy. The customer must ensure that his/her correct and complete contact details are supplied on the application form. By submitting a signed email or faxed application, or by completing an online application form, the applicant indicates that he/she has read and understood and accepted these terms and conditions.
A sales consultant will contact the applicant to discuss and confirm the course details and at that time a provisional booking shall be made and a quotation for the relevant course(s) issued. Payment of the course fee is required to confirm a booking. The quotation or invoice document will contain BOTIs’ banking details as published on our website.
The booking is confirmed once proof of payment is received by either fax or email. The payment reference must contain the relevant quote or invoice number eg. 6879.
Terms for corporate/government clients may be arranged by negotiation with an authorised representative from each company, and under exceptional circumstances, in which case an official purchase order must be presented prior to the course(s). A purchase order must be considered a commitment by the customer or company to purchase a place(s) on a particular course(s) at a particular time as quoted or invoiced by Business Optimization Training Institute, and therefore any cancellation or postponement of such place(s) on a course(s) will be subject to the relevant penalties and the purchase order remains valid and due for payment. Business Optimization Training Institute reserves the right to charge interest, levied at the prime lending rate of FNB, on all outstanding accounts.
Notification of cancellation of a booking must be received in writing by fax or email. The following sliding scale applies to cancellations received less than ten working days before the scheduled start of the course.
Notice Period | Fee Forfeited |
10-6 working days | 30% unless put towards another course |
5-3 working Days | 50.00% |
3 working days or less | 100.00% |
Delegates who fail to arrive on the day of the course, will be responsible for the full course fees. A delegate may send an alternative in their stead, as long as the alternative is a suitable training candidate who fulfills all of the course prerequisites.
Business Optimization Training Institute reserves the right to reschedule or cancel a course that fails to attract sufficient delegates. Business Optimization Training Institute furthermore reserves the right to change the venue of any course at its discretion. In either case, the delegate will be advised at least two working days in advance via email and/or telephonically.
Delegates may request to repeat a course at a reduced rate of 50% of the published course fee. Such delegates will be placed on a standby list and will be notified of course availability within five working days of commencement of the course. The reduced course rate will cover lunch and refreshments but will not cover any manuals or course materials. The delegate may bring his/her original manual along where this is relevant. In the event of the delegate needing a new manual, an additional fee will be charged. The responsibility lies with the delegate to confirm at least 3 working days before the start of the repeated course, that he/she has the relevant manual.
All course fees do not include assessment. Where applicable, assessment may be separately purchased.
A Certificate of Attendance will be issue to all delegates who complete a course. Incomplete attendance will result in the forfeiture of the attendance certificate.
Registration takes place from 8:00 a.m. on the first day of the course. Delegates must sign the Attendance Register in reception each morning on arrival. Business Optimization Training Institute takes no responsibility for ensuring the attendance of delegates. Training takes place between 8:30 a.m. and 04:30 p.m. daily, unless alternate arrangements have been agreed to. Delegates need to consider traffic congestion on main roads and routes to ensure that they arrive on time. Should delegates need help locating accommodation nearby, Business Optimization Training Institute will be happy to assist with a list of reputable guest houses in the vicinity.
Business Optimization Training Institute trusts that delegates will conduct themselves in a respectful and orderly and safe manner at all times while on our premises, and reserves the right to exclude delegates who cause a disturbance or who fail to comply with rules relating to the building or to public safety. We also request that cellular phones be switched off during training to reduce disturbances. Our venue is a non-smoking venue. Delegates may smoke outside in the garden provided that they comply with the current smoking laws of the South Africa.
Delegates attending the course acknowledge that Business Optimization Training Institute is not liable for loss of or damage to any person(s) and/or property, whether or not such loss and/or damage has been caused by any negligence of Business Optimization Training Institute and/or its employees and/or its agents and/or its partners or not. In the event of Business Optimization Training Institute being found liable, damages will not exceed monies paid to Business Optimization Training Institute by the delegate for the course attended. No action or relaxation of any of these terms by BOTI will constitute a general waiver of these terms and conditions.
A booking application is made by filling in the online booking form, or by submitting an email or faxed copy. The customer must ensure that his/her correct and complete contact details are supplied on the application form. By submitting a signed email or faxed application, or by completing an online application form, the applicant indicates that he/she has read and understood and accepted these terms and conditions.
A sales consultant will contact the applicant to discuss and confirm the course details and at that time a provisional booking shall be made and a quotation for the relevant course(s) issued. Payment of the course fee is required to confirm a booking. The quotation or invoice document will contain BOTIs’ banking details as published on our website.
The booking is confirmed once proof of payment is received by either fax or email. The payment reference must contain the relevant quote or invoice number eg. 6879.
Terms for corporate/government clients may be arranged by negotiation with an authorised representative from each company, and under exceptional circumstances, in which case an official purchase order must be presented prior to the course(s). A purchase order must be considered a commitment by the customer or company to purchase a place(s) on a particular course(s) at a particular time as quoted or invoiced by Business Optimization Training Institute, and therefore any cancellation or postponement of such place(s) on a course(s) will be subject to the relevant penalties and the purchase order remains valid and due for payment. Business Optimization Training Institute reserves the right to charge interest, levied at the prime lending rate of FNB, on all outstanding accounts.
Notification of cancellation of a booking must be received in writing by fax or email. The following sliding scale applies to cancellations received less than ten working days before the scheduled start of the course.
Notice Period | Fee Forfeited |
10-6 working days | 30% unless put towards another course |
5-3 working Days | 50.00% |
3 working days or less | 100.00% |
Delegates who fail to arrive on the day of the course, will be responsible for the full course fees. A delegate may send an alternative in their stead, as long as the alternative is a suitable training candidate who fulfills all of the course prerequisites.
Business Optimization Training Institute reserves the right to reschedule or cancel a course that fails to attract sufficient delegates. Business Optimization Training Institute furthermore reserves the right to change the venue of any course at its discretion. In either case, the delegate will be advised at least two working days in advance via email and/or telephonically.
Delegates may request to repeat a course at a reduced rate of 50% of the published course fee. Such delegates will be placed on a standby list and will be notified of course availability within five working days of commencement of the course. The reduced course rate will cover lunch and refreshments but will not cover any manuals or course materials. The delegate may bring his/her original manual along where this is relevant. In the event of the delegate needing a new manual, an additional fee will be charged. The responsibility lies with the delegate to confirm at least 3 working days before the start of the repeated course, that he/she has the relevant manual.
All course fees do not include assessment. Where applicable, assessment may be separately purchased.
A Certificate of Attendance will be issue to all delegates who complete a course. Incomplete attendance will result in the forfeiture of the attendance certificate.
Registration takes place from 8:00 a.m. on the first day of the course. Delegates must sign the Attendance Register in reception each morning on arrival. Business Optimization Training Institute takes no responsibility for ensuring the attendance of delegates. Training takes place between 8:30 a.m. and 04:30 p.m. daily, unless alternate arrangements have been agreed to. Delegates need to consider traffic congestion on main roads and routes to ensure that they arrive on time. Should delegates need help locating accommodation nearby, Business Optimization Training Institute will be happy to assist with a list of reputable guest houses in the vicinity.
Business Optimization Training Institute trusts that delegates will conduct themselves in a respectful and orderly and safe manner at all times while on our premises, and reserves the right to exclude delegates who cause a disturbance or who fail to comply with rules relating to the building or to public safety. We also request that cellular phones be switched off during training to reduce disturbances. Our venue is a non-smoking venue. Delegates may smoke outside in the garden provided that they comply with the current smoking laws of the South Africa.
Delegates attending the course acknowledge that Business Optimization Training Institute is not liable for loss of or damage to any person(s) and/or property, whether or not such loss and/or damage has been caused by any negligence of Business Optimization Training Institute and/or its employees and/or its agents and/or its partners or not. In the event of Business Optimization Training Institute being found liable, damages will not exceed monies paid to Business Optimization Training Institute by the delegate for the course attended. No action or relaxation of any of these terms by BOTI will constitute a general waiver of these terms and conditions.
In dealing with managing the human element of the business, one needs to be able to analyse policy, procedures, agreements and conditions of employment that are applicable in the workplace and take on the mantle of responsibility to optimize and maintain efficiencies surrounding these policies.
This comprehensive course covers a number of important aspects involved with labour relations. You will learn how to participate in the implementation of applicable labour legislation, draft job descriptions, recruit staff, set up selection panels and draft employment contracts. You will also learn how to set up performance evaluation committees and manage the performance evaluation process as well as being taken through a step by step process involving the development, facilitation and monitoring of disciplinary policies, processes and procedures.
Get up to speed on the workings of Labour law and enrol now for BOTI’s Effectively Manage Human Resources & Labour Relations course. BOTI offers management and leadership courses, leadership training and management training. BOTI offers business training programmes across South Africa.
Get up to speed on the workings of Labour law and enrol now for BOTI’s Effectively Manage Human Resources & Labour Relations course. BOTI offers management and leadership courses, leadership training and management training. BOTI offers business training programmes across South Africa.
Get up to speed on the workings of Labour law and enrol now for BOTI’s Effectively Manage Human Resources & Labour Relations course. BOTI offers management and leadership courses, leadership training and management training. BOTI offers business training programmes across South Africa.
This course is aimed at supervisors, team leaders and managers who manage a team of people and who wish to improve their human resources management skills.
M Niemand – Golden Pond 621 (Pty) Ltd – T/A Radisson Blu le Vendome
‘I learned a lot. The trainer’s entire presentation was awesome.’
This Unit Standard course is aligned to Unit Standard 116394: Implement and manage human resource and labour relations policies and acts
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Professional presentations course
Master Effective Business Communication & Presentation Skills
The issuing of tenders for products and services encourages excellent rates and fairness and for any entity releasing them. The procedures can, nevertheless be intricate and comprehensive. We also need to understand how to enhance the Supply Chain Process so that we can minimize supply chain costs. To help you to enhance your tender procedures, we are running a series of courses entitled: “Top Governance in Tendering Process and Supply Chain Management”.
Some of the benefits of attending this course include:
Days 1-2: The Tendering Process
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Understand how to best manage an organizations most important assets: its people.
This course is intended for employees of South African companies. The course sets out Labour Laws and Labour Legislation in South Africa. The course covers the current legislation and past changes to the Labour Law. Apart from discipline, it also deals with skills to manage people; including performance evaluation, recruitment and selection. At the end of the course participants will have a general overview of the laws and the Codes of Good Practice and people management.
The program has a day dedicated to employment equity training. Delegates will be able to describe transformation legislation and will understand the rights and responsibilities of employers and employees.
The advantage of attending this course include:
3 Days
3 day/s
Please click on link below for related public course/s:
This course is intended for employees of South African companies. The course sets out Labour Laws and Labour Legislation in South Africa. The course covers the current legislation and past changes to the Labour Law. At the end of the course participants will have a general overview of the laws and the Codes of Good Practice.
1. Formulating performance standards for team members in a unit.
2. Establishing systems for monitoring performance of team members.
3. Preparing for a performance review of a team member.
4. Demonstrating an understanding of the monitoring, enforcement and legal proceedings as set out in the Basic Conditions of Employment Act.
5. Conducting performance review interview.
6. Plan and prepare for recruitment and selection
7. Recruit applicants.
8. Select staff.
9. Able to effectively handle hearings and reach reasoned decisions on the basis of evidence presented.
10. Demonstrating an understanding of the purpose, application of the Basic Conditions of Employment Act.
11. Describing the regulation of working time and leave as set out in the Basic Conditions of Employment Act.
12. Describing the particulars of employment, remuneration and termination of employment as set out in the Basic Conditions of Employment Act.
3 day/s
This course is intended for shop stewards and HR personnel.
**Quote does not include Any Exam Fees (if applicable)
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
Don’t be caught SHORT! This comprehensive course enables managers to :
The Human Resources funtion is key for any organization to achieve its strategic objectives. After all labour is one of the company’s most important resources and needs to be properly managed.
Key outcomes of this course include:
Our objective of this course is to ensure that the acquired tools and knowledge are user friendly and easily applied in the workplace.
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Getting to grips with the Labour Relations Act of South Africa – all you need to know about how it operates
This article is an informative yet easily digestible summary of The Labour Relations Act South Africa which is guided by Section 27 of the Constitution.
The Labour Relations Act entrenches the rights of workers and employers to form organisations for collective bargaining. In conjunction with the Basic Conditions of Employment Act, it also safeguards social justice in the establishment of rights and duties of employers and employees, regulates the organisational rights of trade unions, and deals with strikes and lockouts, workplace forums and other ways of resolving disputes. Through the Commission for Conciliation Mediation and Arbitration (CCMA), Labour Court and Labour Appeal Court it also deals with strikes and lockouts, workplace forums and other ways of resolving disputes.
Who does the labour Relations Act apply to?
The Labour Relations Act applies to employers, employees, trade unions and employer organisations. However, it does not apply to members of:
Hence, the Labour Relations Act covers the laws that govern labour in South Africa and is guided by Section 27 of the Constitution, which entrenches the rights of workers and employers to form organisations for collective bargaining.
Employer and Employee Organisations
In terms of the Act, all employees and employers have freedom of association which invariably means that they reserve the right to form, join and participate in the activities of registered organisations and that their membership means that they cannot be discriminated against.
The difference between a registered and unregistered union
Unions that are registered with the Department of Labour (DoL) are overseen by constitutions that abide by the principle of calling for a ballot prior to holding a strike or lockout. Within the union, they also rule against racial as well as gender discrimination. While organisations do not have to be registered with the DoL, registered unions however, are entitled to more organisational rights than otherwise.
What organisational rights entail
Trade union representatives reserve the right to carry out the following activities provided that such do not disrupt work activities.
Should a certain number of trade union members, that is, not less than 10 exist within the workplace, representatives can be elected to exercise organisational rights.
The higher the number of members a trade union has the higher the number of representatives it can choose, hence the more rights it will have in the workplace. Should a union have organisational rights in the workplace its representatives will be entitled to oversee certain functions as follows:
Union representatives are also entitled to a reasonable period of paid leave in order to perform such tasks.
How a union acquires organisation rights
Registered trade unions need to first follow the correct procedure in order to exercise organisational rights within the workplace. Employers should be given fair warning of the union’s intention to exercise its rights and the union should prove that there is adequate support with respect to its endeavours within the organisation.
In the case where an agreement cannot be reached in terms of granting organisational rights the matter can be referred to the CCMA. A commissioner will be appointed in an attempt to resolve the dispute through conciliation and if the dispute cannot be resolved either party can request that the matter be settled through arbitration.
Instead of approaching the CCMA a union may choose to strike. However, should it do so it will need to wait for a period of one year prior to requesting the CCMA to grant organisational rights.
Union Security Agreements
Two types of agreements provide additional security and boost the bargaining power a union has.
The agency shop agreement is a system whereby non-union employees are required to pay a certain amount of money into a special fund as a result of them benefiting from the union’s activities in the workplace or sector.
The closed shop agreement entails that the employer and union both agree to compulsory union membership. Those workers who do not wish to join a union can face dismissal and expulsion from the union will also result in dismissal.
BOTI offers courses on the Labour Relations Act across South Africa. Book now!
Human Resources Management and Labour Relations Training Course
What takes place when employees do not wish to join a union
When employees refuse to belong to a union on the grounds of conscience they are referred to as conscientious objectors. In this case, they can request that their contribution be paid into a fund managed by the Department of Labour (DoL). Where a closed shop agreement is concerned conscientious objectors who are dismissed may challenge their dismissal in the Labour Court. Should the Labour Court find in favour of the objector, the union and not the employer will be required to pay due compensation.
Should at least one third of the employees sign a petition to end the agreement at least three years after a closed shop agreement was made a ballot should be held to establish whether the agreement should continue.
Collective bargaining
The Labour Relations Act promotes what is termed: centralised collective bargaining which describes employers in a sector or area of work who join forces to bargain with one or more unions who may be representing their employees. For instance, a group of mining companies may join forces in order to negotiate with mineworkers’ unions.
Three systems are involved in collective bargaining.
The collective agreement is a simple agreement between an employer, for example, the Chamber of Mines and a union/s, for example, the National Union of Mineworkers. The collective agreement only affects these two parties concerned.
A bargaining council agreement covers a wide range of issues for example wages, benefits and grievance procedures and extends to all employers and employees within the boundaries of the council’s representation provided that certain requirements are adhered to.
Statutory Councils
A statutory council is a weaker version of the bargaining council. It cannot be extended to any parties external to the council without the approval of the Minister of Labour.
Public Service Co-ordinating Bargaining Council
Set up by Section 35 of the Act, the Public Service Co-ordinating Bargaining Council (PSCBC) is one of the most important bargaining councils and is responsible for negotiating common issues among public service employees. It has the right to establish additional bargaining councils for various sectors involved in public service.
The Labour Relations Act makes provision for workplace forums
The Labour Relations Act also makes provision for workplace forums that encourage all employees, including non-trade union members to engage in promoting their own interests in the workplace. Workplace forums comprise elected workers who engage with interested parties regularly to discuss conditions in the workplace. Such issues handled by workplace forums are better suited to resolution through consultation as opposed to collective bargaining, for instance, education and training, job grading, criteria for increases or bonuses, product development plans and mergers or transfers of ownership.
Workplace forums also have the right to present other proposals to the employer which should be given due consideration. The employer must provide the forum with concrete reasons should such proposals be rejected.
The aim of workplace forums is to establish a dialogue in the workplace that will boost efficiency in the workplace and employers can consult workplace forums regarding various issues. While workplace forums do not remove the employer’s right to make unilateral decisions, they increase employee representation in the workplace.
Joint decision-making issues
Joint decision-making issues refer to certain workplace issues that are set aside by the Act which means that employers are required to consult with workplace forums regarding these particular issues as follows:
N.B. Did you know? In terms of the Labour Relations Act employees cannot strike over joint decision-making issues
As prescribed by collective agreements between employers and representative trade unions, issues can either be added to or removed from this list.
As far as such issues are concerned agreement must be reached otherwise they should be referred to the CCMA. Should the matter fail to be resolved the employer can request that it be resolved through arbitration.
Employees may not strike over joint decision-making issues.
Establishing a workplace forum
The setting up of a workplace forum is restricted to a representative and registered trade union or group of unions and a workplace forum may only be established in a workplace consisting of more than 100 employees. The process is overseen by the CCMA who appoints a commissioner to assist both parties in coming to an agreement in terms of the functions of the forum. Should agreement not be reached the CCMA will establish a forum that abides by the rules of the Act.
Guidelines for the constitution of a workplace forum, in particular the process of electing a workplace forum can be found in Schedule 2 of the Act.
Special rights are assigned to trade unions who are recognised by employers as the bargaining agent for all employees. In this case, they may apply to the CCMA to set up a trade union based workplace forum which means that the union can appoint forum representatives without holding an election.
A workplace forum can only be dissolved if there is a private agreement that allows for this. Should there be no private agreement in place, a workplace forum can only be dissolved if a representative from the trade union requests a ballot that results in a majority vote in favour of the dissolution of the forum.
Workplace forums – how they operate
Workplace forums operate by conducting three types of meetings.
BOTI offers courses on the Labour Relations Act across South Africa. Book now!
Human Resources Management and Labour Relations Training Course Course
Industrial Action
All industrial action, including strikes, lockouts and picketing is regulated by the Labour Relations Act. The Act allows for the constitutional rights of employees to strike and provides recourse to employers to seek recourse via lockouts.
When a worker can strike and when an employer can lockout
Disputes over matters of mutual interest between employers and employees may involve strikes and lockouts. Such include:
What a lockout entails
A lockout takes place when an employer decides to withdraw work from employees or closes the workplace during a labour dispute.
Strikes
Refusing to work only constitutes a strike if two or more workers participate in the action. As long as the refusal to work has a common work-related purpose, the workers concerned may work for different employers. For example, a domestic worker cannot strike alone yet mineworkers working for different employers are able to do so.
Varying degrees of strike action exist, including:
Two types of strike action exist:
Protected Strikes
The first involves protected strikes which provide workers with a certain degree of security in the sense that they cannot be dismissed for striking unless they engage in activities involving misconduct during the strike and employers cannot get a court interdict to stop the strike. Employers are also not allowed to seek damages due to production losses during the strike and they must continue to provide food and accommodation should such form part of the employees’ wages, although employers can reclaim such funds by applying to the Labour Court once the strike has ended.
In terms of the Labour Relations Act workers must follow certain steps in order to commence a protected strike.
Union members may force a registered union to hold a ballot prior to holding a protected strike. A special procedure for disputes also exists which concerns refusals to bargain. In such instances workers must obtain what is termed an advisory award prior to the strike which cannot force parties to bargain.
There are certain situations whereby workers do not need to follow procedure. Such include:
Unprotected Strikes
If proper procedure is not followed or if any of the following apply a strike will not be protected:
Lockouts
A lockout takes place when an employer prevents employees from entering the workplace in an attempt to force them to accept a demand. As with strike action, there are protected lockouts and unprotected lockouts.
Protected Lockouts
In the case of a protected lockout workers cannot apply to the court to get an interdict against the action and the lockout does not constitute a breach of contract on the part of the employer. As is the case with protected strikes employers are not required to pay wages while a protected lockout is underway and employees cannot sue their employers for any losses sustained. Nevertheless, an employer cannot dismiss an employee who has been locked out and replacement labour can only be hired if the lockout is in response to a strike and for the duration of the lockout. As with protected strikes, the same rules apply to food and clothing.
In order for a lockout to be protected, employers must follow proper procedure – which is the same as the procedure for holding a protected strike:
As with protected strikes, there are certain cases in which this procedure does not have to be followed. Such include:
Picketing
Only a registered trade union has the right to authorise a picket and it can only be held in a public place outside of the workplace, unless the union has the employer’s permission to picket. The picket must be peaceful and must follow the Code of Good Practice on Picketing issued by NEDLAC.
BOTI offers business training courses on the Labour Relations Act across South Africa. Book now!
Human Resources Management and Labour Relations Training Course
Dismissal and disciplinary procedure
Dismissal involves any of the following:
When can an employee be dismissed?
An employee can only be dismissed for misconduct, incapacity or business-related (i.e. operational) reasons. However, proper procedure for dismissal must always be followed.
Misconduct entails an employee having deliberately or carelessly broken a rule at the workplace, for example, stealing. In such cases, a person may only be dismissed once the employer has followed proper procedure for dismissal due to incapacity.
Incapacity means that the worker has been unable to perform his or her duties properly because of ill health or lack of skills, that is inability. If an employee is not doing their job properly, he or she can only be dismissed once the employer has followed correct procedures.
This is the second in a series of articles that explore the impact of the 4th Industrial Revolution on how we are living our lives today and how we should go about earning a living in the years to come.
There are some that will say that the 4th Industrial Revolution has indeed already reared its head. Yet, there are also those that maintain that it is still a distance away. One way or the other, there is no point to hiding in the shadows of our former state.
The 3rd Industrial Revolution has been in effect for over a quarter of a century. But, even though Alice’s 24 years might just be up, the Borg from Star Trek may not yet be living in the house next door and your organisation may not yet have felt the cool, gentle breeze ahead of the wave of change in an age of man blending with machine. But, according to recent research conducted by global consulting firms, the next decade will see the arrival of the 4th Industrial Revolution in full force. Along with that a whole new species of machine-driven creatures will evolve out of the changing landscape of today’s training and development arena.
For 24 years I’ve been living next door to Alice but are the Borg now moving in?
In October 2018, the World Economic Forum (WEF) released their Future of Jobs 2018 report and its findings disclose the impact that new technologies will have on both disrupting and opening new job avenues and how to prepare the workforce to take on entirely different roles. Human resources officers and strategy executives from companies across 12 industries and 20 developed and emerging economies participated in the survey.
A major finding reveals that by 2022 more than 50% of all tasks performed in the workplace will be handled by machines and algorithms. Currently, we are hovering at the 29% level. Yet, the upside to this is that more machines taking up residence within the workplace, could mean the creation of 133 million new jobs compared to the 75 million jobs that will be displaced by 2022. So, before we begin to panic or even rage against the machine, let’s examine what the experts say.
Don’t rage against the machine in the changing face of the workforce
While increased automation will impact the nature of work in terms of location, format, quality and whether roles are temporary or permanent, it also opens doors that invite demand for new roles to be established. Such roles include the likes of e-commerce and social media specialists, scientists, data analysts and application and software developers.
Despite the rise of the machines, it is also anticipated that there will be an increased demand for certain other roles that do still need human skills. Customer service experts, innovation managers and sales and marketing people are top of the list.
Those roles that will disappear into obsolescence fall under the category of white-collar jobs such as pay-roll and accounting clerks.
Companies participating in the survey revealed that the mining and metals and consumer and information technologies industries are expected to suffer more in terms of job displacement as opposed to jobs in companies that offer professional services whereas job demand is likely to be created in other industries.
It is also likely that companies will introduce working conditions that are more flexible and employ more remote staff and contract workers in a specialist task capacity.
Employees will need to be reskilled and upskilled to prepare for jobs created by the 4th Industrial Revolution.
Though it is anticipated that every industry will have skills gaps that need to be filled, the travel and tourism industry as well as the aviation industry are expected to need the greatest amount of reskilling to cope with the changes to come over the next four years.
Certain roles will also become region specific. For instance, it is expected that the demand for factory workers will increase in the Middle East, North Africa, Latin America and the sub-Saharan African regions. Whereas, the demand for financial and investment advisors will increase in the Pacific, East Asia and Western European regions.
Getting things right in the face of constant change means that everyone needs to be on board. The role of governments in dealing with the impact of new technologies on labour markets remains critical and business and government are set to plan to create 275 000 jobs each year over the next five years. This drive includes solutions that focus on technical skills training in the hospitality, construction and automotive industries.
In every day and age, embracing the changes that are to come are not always easy and there are those that will wish for the return of the ‘old days’ when simple technologies were exactly that – simple. But, let’s try a simple experiment. Stand still for a moment and ask yourself how you would feel if your car broke down one night while you were travelling a dark desert highway with the cool wind in your hair and up ahead in the distance you saw a shimmering light that wasn’t the rescue beacon linked to an app on your cell phone that you thought it was. Welcome to the 4th Industrial Revolution – you can check out any time you like, but you can never leave.
(Reference source: Fin24)
Helen Fenton, Senior Analyst: Business Optimization Training Institute – www.boti.co.za
This is the second in a series of articles that explore the impact of the 4th Industrial Revolution on how we are living our lives today and how we should go about earning a living in the years to come.
There are some that will say that the 4th Industrial Revolution has indeed already reared its head. Yet, there are also those that maintain that it is still a distance away. One way or the other, there is no point to hiding in the shadows of our former state.
The 3rd Industrial Revolution has been in effect for over a quarter of a century. But, even though Alice’s 24 years might just be up, the Borg from Star Trek may not yet be living in the house next door and your organisation may not yet have felt the cool, gentle breeze ahead of the wave of change in an age of man blending with machine. But, according to recent research conducted by global consulting firms, the next decade will see the arrival of the 4th Industrial Revolution in full force. Along with that a whole new species of machine-driven creatures will evolve out of the changing landscape of today’s training and development arena.
For 24 years I’ve been living next door to Alice – but, are the Borg now moving in?
In October 2018, the World Economic Forum (WEF) released their Future of Jobs 2018 report and its findings disclose the impact that new technologies will have on both disrupting and opening new job avenues and how to prepare the workforce to take on entirely different roles. Human resources officers and strategy executives from companies across 12 industries and 20 developed and emerging economies participated in the survey.
Don’t rage against the machine in the changing face of the workforce
A major finding reveals that by 2022 more than 50% of all tasks performed in the workplace will be handled by machines and algorithms. Currently, we are hovering at the 29% level. Yet, the upside to this is that more machines taking up residence within the workplace, could mean the creation of 133 million new jobs compared to the 75 million jobs that will be displaced by 2022. So, before we begin to panic or even rage against the machine, let’s examine what the experts say.
Don’t rage against the machine in the changing face of the workforce
While increased automation will impact the nature of work in terms of location, format, quality and whether roles are temporary or permanent, it also opens doors that invite demand for new roles to be established. Such roles include the likes of e-commerce and social media specialists, scientists, data analysts and application and software developers.
Despite the rise of the machines, it is also anticipated that there will be an increased demand for certain other roles that do still need human skills. Customer service experts, innovation managers and sales and marketing people are top of the list.
Those roles that will disappear into obsolescence fall under the category of white-collar jobs such as pay-roll and accounting clerks.
Companies participating in the survey revealed that the mining and metals and consumer and information technologies industries are expected to suffer more in terms of job displacement as opposed to jobs in companies that offer professional services whereas job demand is likely to be created in other industries.
It is also likely that companies will introduce working conditions that are more flexible and employ more remote staff and contract workers in a specialist task capacity.
Employees will need to be reskilled and upskilled to prepare for jobs created by the 4th Industrial Revolution.
Though it is anticipated that every industry will have skills gaps that need to be filled, the travel and tourism industry as well as the aviation industry are expected to need the greatest amount of reskilling to cope with the changes to come over the next four years.
Certain roles will also become region specific. For instance, it is expected that the demand for factory workers will increase in the Middle East, North Africa, Latin America and the sub-Saharan African regions. Whereas, the demand for financial and investment advisors will increase in the Pacific, East Asia and Western European regions.
Getting things right in the face of constant change means that everyone needs to be on board. The role of governments in dealing with the impact of new technologies on labour markets remains critical and business and government are set to plan to create 275 000 jobs each year over the next five years. This drive includes solutions that focus on technical skills training in the hospitality, construction and automotive industries.
In every day and age, embracing the changes that are to come are not always easy and there are those that will wish for the return of the ‘old days’ when simple technologies were exactly that – simple. But, let’s try a simple experiment. Stand still for a moment and ask yourself how you would feel if your car broke down one night while you were travelling a dark desert highway with the cool wind in your hair and up ahead in the distance you saw a shimmering light that wasn’t the rescue beacon linked to an app on your cell phone that you thought it was. Welcome to the 4th Industrial Revolution – you can check out any time you like, but you can never leave.
(Reference source: Fin24)
Helen Fenton, Senior Analyst: Business Optimization Training Institute – boti.co.za
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Management = Planning + Organising + Leading + Controlling
When introducing the four basic functions of management keep in mind that the management process is a systematic way of doing things.
All managers, irrespective of their aptitude or level of skill, engage in certain inter-related functions in order to achieve their desired goals.
All managers carry out the main functions of management; planning, organizing, staffing, leading and controlling. But depending on the skills and position on an organizational level, the time and labour spent on each function will differ.
In a nutshell the four basic management functions involve:
The diagram below illustrates the inter-related functions of the management process.
The four functions of management: Planning, Organizing, Leading and Controlling
The planning and decision making function involves looking ahead into the future and predicting possible trends or occurrences which are likely to influence the working situation is possibly one of the most critical skills a manager can possess.
Planning means setting the goals of the organization and deciding how best to go about achieving these goals. Planning involves decision making around the goals to be set and the future course of action to be taken from a given set of alternatives so as to effectively reach these goals.
The planning phase ensures management effectiveness since it serves to guide the future activities of the business. Essentially, the important elements include selecting appropriate goals and the paths to be taken to effectively achieve these goals.
For a manager, planning and decision-making require an ability to foresee, to visualize, and to look ahead purposefully.
Organizing can be defined as the process by which the established plans are moved closer to being realised.
Once a manager has set goals and developed appropriate plans as a means to achieve them the next managerial task involves organizing human and other resources that are identified as necessary by the plan to reach the said goals and objectives.
Organizing produces a structure of relationships in an organization and it is through these structured relationships that future plans are pursued.
It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned to people who are best suited to achieving these tasks. The purpose of an organization structure is to create an environment for optimal human performance.
The structure should define the tasks to be completed. The rules as established must also be designed in the light of the abilities and motivations of the people available.
This can be achieved by determining the positions to be filled, identifying the requirement of manpower, filling the vacancies and training employees so that the assigned tasks are accomplished effectively and efficiently.
The managerial functions of promotion, demotion, discharge, dismissal, transfer, and so forth are also included within the broad task of “staffing.” Staffing ensures the placement of the right person in the right position.
Organizing involves deciding where decisions will be made, who will do what jobs and tasks, who will work for whom, and how resources will be assembled.
The third essential managerial function is leading. The skills attributed to influencing people for a particular purpose or reason are aptly termed as ‘leading’. Leading is considered to be the most important and challenging of all managerial activities.
Leading is influencing or prompting members of an organization to work together with the interests of the organization at the core of activities.
Creating a positive attitude towards the work and goals to be achieved among the members of the organization also falls within the scope of the function of ‘leading’, it is an essential requirement as it helps to instil the objective of effectiveness and efficiency by changing the behavior of employees to meet the business objectives of the organisation.
The functions of direction, motivation, communication, and coordination are considered as part of the leading process or system.
Coordinating is also essential with respect to the task of leading. Co-ordinating is regarded as the essence of good management for achieving harmony among individual efforts in pursuit of the accomplishment of designated group targets.
Motivating is an essential quality of good leadership. Motivating is the function of the management process that deals with influencing people’s behavior based on the knowledge of what causes and channels sustain human behavior in a particularly committed direction. Efficient managers need to be effective leaders.
Since leadership implies fellowship and people tend to follow those who offer a means of satisfying their own needs, hopes and aspirations it is understandable that leading involves motivation leadership styles and approaches as well as good communication skills.
Monitoring the organizational progress toward goal fulfillment is the management function known as ‘controlling’. Monitoring progress is essential to ensuring the achievement of organizational goals.
Controlling involves measuring, comparing, finding deviation and correcting the organizational activities which are performed in respect of achieving the goals or objectives of the organisation.
Controlling consists of activities such as measuring performance, comparing with the existing standard and finding the deviations, and correcting the deviations. Control activities generally relate to the measurement of achievement or results of actions which were taken to attain the goals in question.
Certain means of controlling, such as the budget for expenses, inspection records, and the record of labour hours lost, are generally familiar. Each measure also shows whether plans are working out or whether they need to be revised.
If deviations persist, correction is indicated. Whenever results are found to differ from the planned action, the individuals responsible are identified and necessary actions are taken to improve performance.
Thus, outcomes are controlled by controlling what people do. Controlling is the last but not the least important management function process.
It is rightly said, “planning without controlling is useless”. In short, we can say that controlling enables the accomplishment of the plan.
All management functions are inter-related and cannot be skipped. The management process designs and maintains an environment in which people working together in groups, accomplish efficiently selected aims and objectives.
Organizing is that part of managing which involves establishing an intentional structure of roles for people to fill in the organization
Most managers today recognise the importance of history. Knowing the origins of their organisation and the kinds of practices that have led to success or failure can be an indispensable tool to managing the contemporary organisation. Thus, in this section we trace the history of management thought. Then we move forward to the present day by introducing contemporary management issues and challenges.
Some people question the value of history and theory. Their arguments are usually based on the assumption that history has no relevance to contemporary society and that theory is abstract and of no practical use. In reality, however, both theory and history are important to all managers today. A theory is simply a conceptual framework for organising knowledge and providing a blueprint for action. While some theories seem abstract and irrelevant, others appear very simple and practical. Management theories, used to build organisations and guide them toward their goals, are grounded in reality. In addition, most managers develop and refine their own theories of how they should run their organisations and manage the behaviour of their employees.
An awareness and understanding of important historical developments are also essential to contemporary managers. Understanding the historical context of management provides a sense of heritage and can help managers avoid the mistakes of others.
The practice of management can be traced back thousands of years. The Egyptians used the management functions of planning, organising, and controlling when they constructed the great pyramids. Alexander the Great employed a staff organisation to co-ordinate activities during his military campaigns. The Roman Empire developed a well-defined organisational structure that greatly facilitated communication and control. In spite of this history, however, management per se was not given serious attention until the nineteenth century.
Two of its first true pioneers were Robert Owen (1771-1858) and Charles Babbage (1792-1871). Owen, a British industrialist and reformer, was one of the first managers to recognise the importance of an organisation’s human resources and the welfare of workers. Charles Babbage, an English mathematician, focused his attention on efficiencies of production. He placed great faith in division of labour and advocated the application of mathematics to problems such as the efficient use of facilities and materials.
At the dawn of the twentieth century, the preliminary ideas and writings of these and other managers and theorists converged with the emergence and evolution of largescale businesses and management practices to create interest and focus attention on how businesses should be operated. The first important ideas to emerge are now called the classical management perspective. This perspective actually includes two different viewpoints: scientific management and administrative management.
Scientific Management
Productivity emerged as a serious business problem during the first few years of this century. Business was expanding and capital was readily available, but labour was in short supply. Hence, managers began to search for ways to use existing labour more efficiently. In response to this need, experts began to focus on ways to improve the performance of individual workers. Their work led to the development of scientific management. Some of the earliest advocates of scientific management included Frederick W Taylor (1856-1915), Frank Gilbreth (1868-1924), and Lillian Gilbreth (1878- 1972). One of Taylor’s first jobs was as a foreman at the Midvale Steel Company in Philadelphia. It was there that he observed what he called soldiering-employees deliberately working at a pace slower than their capabilities. Taylor studied and timed each element of the steelworkers’ jobs. He determined what each worker should be producing, and then he designed the most efficient way of doing each part of the overall task. Next, he implemented a piecework pay system. Rather than paying all employees the same wage, he began increasing the pay of each worker who met and exceeded the target level of output set for his or her job.
Administrative Management
Whereas scientific management deals with the jobs of individual employees, administrative management focuses on managing the total organisation. The primary contributors to administrative management were Henri Fayol (1841-1925), Lyndall Urwick (1891-1983), and Max Weber (1864-1920). Henri Fayol was administrative management’s most articulate spokesperson. A French industrialist, Fayol was unknown to U.S. managers and scholars until his most important work, General and Industrial Management, was trans lated into English in 1930. Drawing on his own managerial experience, he attempted to systematise the practice of management to provide guidance and direction to other managers. Fayol also was the first to identify the specific managerial functions of planning, organising, leading, and controlling. He believed that these functions accurately reflect the core of the management process.
Most contemporary management books (including this one) still use this framework, and practicing managers agree that these functions are a critical part of a manager’s job. After a career as a British army officer, Lyndall Urwick became a noted management theorist and consultant. He integrated scientific management with the work of Fayol and other administrative management theorists. He also advanced modern thinking about the functions of planning, organizing, and controlling. Like Fayol, Urwick developed a list of guidelines for improving managerial effectiveness. Urwick is noted not so much for his own contributions as for his synthesis and integration of the work of others. Although Max Weber lived and worked at the same time as Fayol and Taylor, his contributions were not recognised until some years had passed. Weber was a German sociologist, and his most important work was not translated into English until 1947.18 Weber’s work on bureaucracy laid the foundation for contemporary organisation theory.
Management is a systematic way of doing things
Given the complexity inherent in the job of a manager a reasonable question to be asked is whether management is a science or an art. In fact, effective management is a blend of both science and art in its application. And successful executives recognise and value the importance of combining both the science and the art of management as they practice their craft.
Many management problems and issues can be approached in ways that are rational, logically thought out , objective, and systematic. Managers can gather data, facts and objective information. They can use quantitative models and decision-making techniques to arrive at “correct” decisions.
They also need to take a decidedly scientific approach to solving problems whenever possible, especially when they are dealing with relatively routine and straightforward issues. For example, when the multinational, Starbucks, considers entering a new market, its managers look closely at a wide variety of objective details as they formulate their plans. Technical, diagnostic, and decision-making skills are especially important when practicing the science of management.
Even though managers may try to be as scientific as possible, they often need to make decisions and solve problems on the basis of intuition, experience, instinct as well as personal insights. By relying heavily on conceptual, communication, interpersonal, and time management skills, for example, a manager may have to decide between multiple courses of action that look equally attractive. In many cases even “objective facts” may prove to be wrong. When Starbucks was planning its first store in New York, market research clearly showed that New Yorkers preferred drip coffee to more exotic espresso-style coffees. After first installing more drip coffee makers and fewer espresso makers than in their other stores, managers had to backtrack when the New Yorkers lined up clamouring for espresso. Starbucks now introduces a standard menu and layout in all its stores, regardless of presumed market differences, and makes necessary adjustments later down the line. Thus, managers must blend an element of intuition and personal insight with hard data and objective facts.
To carry out these management functions properly, managers rely on a number of specific skills. The most important management skills are technical, interpersonal, conceptual, diagnostic, communication, decision-making, and time-management skills.
Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an organisation. Technical skills are especially important for first-line managers. These managers spend much of their time training subordinates and answering questions about work-related problems. First-line managers must know how to perform the tasks assigned to those they supervise if they are to be effective managers.
Managers spend a considerable amount of time interacting with people both inside and outside the organisation. Therefore, for obvious reasons, managers also need interpersonal skills, and the ability to communicate with, understand, and motivate individuals and groups. As a manager climbs the organisational ladder, he or she must be able to get along with subordinates and peers, as well as those at higher levels of the organisation. Because of the multitude of roles managers must attend to they must also be able to work withsuppliers, customers, investors and others outside of the organisation.
Conceptual skills depend on the manager’s ability to think in the abstract. Managers need the mental capacity to understand the overall workings of the organisation and its environment, to grasp how all the parts of the organization fit together, and to view the organisation in a holistic manner. These skills enable them to think strategically, to see the bigger picture and to make broad-based decisions that serve the organisation overall.
Successful managers also possess diagnostic skills, or skills that enable them to visualise the most appropriate response to a situation. A physician diagnoses a patient’s illness by analysing symptoms and determining their probable cause. Similarly, a manager can diagnose and analyse a problem in the organisation by studying its symptoms and then developing a solution.
Communication skills refer to the manager’s ability to both effectively convey ideas and information to others and effectively receive ideas and information from others. These skills enable a manager to transmit ideas to subordinates so that they know what is expected of them, to coordinate work with peers and colleagues so that they work well together and to keep higher-level managers informed about what is going on. In addition, communication skills help the manager listen to what others say and to understand the real meaning behind e-mails, letters, reports and other written communication.
Effective managers also have good decision-making skills. Decision-making skills refer to the manager’s ability to correctly recognise and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalise on opportunities. No manager makes the right decision all the time. However, effective managers make good decisions most of the time. And when they do make a bad decision, they usually recognise their mistake quickly and then make good decisions to recover with as little cost or damage to their organisation as possible.
Finally, effective managers usually have good time-management skills. Time management skills refer to the manager’s ability to prioritise work, to work efficiently and to delegate appropriately. As already noted, managers face many different pressures and challenges. It is easy for a manager to get bogged down doing work that can easily be postponed or delegated to others. When this happens, unfortunately, more pressing and higher-priority work may get neglected. BOTI’s management training courses, business short courses and leadership classes offer you the opportunity to expand your management skills in all disciplines.
Management is an integrated process
The classical perspective served to focus serious attention on the importance of effective management and helped pave the way for later theories and approaches. Many of the concepts developed during this era, such as job specialisation, time and motion studies and scientific methods are still in use. On the other hand, these early theorists often took an overly simplistic view of management and failed to understand the human element of organisations.
Early advocates of the classical management perspective essentially viewed organisations and jobs from a mechanistic point of view – that is, they essentially sought to conceptualise organisations as machines and workers as cogs within those machines. Even though many early writers recognised the role of individuals, these management pioneers tended to focus on how managers could control and standardise the behaviour of their employees. In contrast, the behavioural management perspective placed much more emphasis on individual attitudes and behaviours.
The behavioural management perspective was stimulated by a number of writers and theoretical movements. One of those movements was industrial psychology, the practice of applying psychological concepts to industrial settings. Hugo Munsterberg (1863-1916), a noted German psychologist, is recognised as the father of industrial psychology. He suggested that psychologists could make valuable contributions to managers in the areas of employee selection and motivation. Industrial psychology is still a major course of study at many colleges and universities. Another early advocate of the behavioural approach to management was Mary Parker Follett. Follett worked during the scientific management era, but quickly came to recognise the human element in the workplace. Indeed, her work clearly anticipated the behavioural management perspective, and she appreciated the need to understand the role of human behaviour in organisations. Her specific interests were in adult education and vocational guidance. Follett believed that organisations should become more democratic in accommodating employees and managers.
Although Munsterberg and Follett made major contributions to the development of the behavioural approach to management, its primary catalyst was a series of studies conducted near Chicago at Western Electric’s Hawthorne plant between 1927 and 1932.
The research, originally sponsored by General Electric, was conducted by Elton Mayo and his associates. The first study involved manipulating illumination for one group of workers and comparing their subsequent productivity with the productivity. of another group whose illumination was not changed. Surprisingly, when illumination was increased for the experimental group, productivity went up in both groups. Productivity continued to increase in both groups, even when the lighting for the experimental group was decreased. Not until the lighting was reduced to the level of moonlight did productivity begin to decline (and General Electric withdrew its sponsorship). Another experiment established a piecework incentive pay plan for a group of nine men assembling terminal banks for telephone exchanges. Scientific management would have predicted that each man would try to maximize his pay by producing as many units as possible. Mayo and his associates, however, found that the group itself informally established an acceptable level of output for its members. Workers who over produced were branded “rate busters,” and under producers were labeled “chiselers.” To be accepted by the group, workers produced at the accepted level. As they approached this acceptable level of output, workers slacked off to avoid overproducing.
Other studies, including an interview program involving several thousand workers, led Mayo and his associates to conclude that human behaviour was much more important in the workplace than researchers had previously believed. In the lighting experiment, for example, the results were attributed to the fact that both groups received special attention and sympathetic supervision for perhaps the first time. The incentive pay plans did not work in determining output because wage incentives were less important to the individual workers than was social acceptance. In short, individual and social processes played a major role in shaping worker attitudes and behaviour.
The human relations movement, which grew from the Hawthorne studies and was a popular approach to management for many years, proposed that workers respond primarily to the social context of the workplace, including social conditioning, group norms, and interpersonal dynamics. A basic assumption of the human relations movement was that the manager’s concern for workers would lead to their increased satisfaction, which would in turn result in improved performance. Two writers who helped advance the human relations movement were Abraham Maslow and Douglas McGregor. In 1943, Maslow advanced a theory suggesting that people are motivated by a hierarchy of needs, including monetary incentives and social acceptance. Maslow’s hierarchy is perhaps the best-known human relations theory.
Meanwhile, Douglas McGregor’s Theory X and Theory Y model best represents the essence of the human relations movement. According to McGregor, Theory X and Theory Y reflect two extreme belief sets that managers have about their workers. Theory X is a relatively negative view of workers and is consistent with the views of scientific management. Theory Y is more positive and represents the assumptions that human relations advocates make. In McGregor’s view, Theory Y was a more appropriate philosophy for managers to adhere to. Both Maslow and McGregor notably influenced the thinking of many practicing managers.
Theory X Assumptions
employees to get them to work towards organisational goals.
Theory Y Assumptions
Contemporary Behavioural Science in Management
Munsterberg, Mayo, Maslow, McGregor, and others have made valuable contributions to management. Contemporary theorists, however, have noted that many assertions of the human relationists were simplistic and inadequate descriptions of work behaviour. Current behavioural perspectives on management, known as organisational behaviour, acknowledge that human behaviour in organisations is much more complex than the human relationists realised. The field of organisational behaviour draws from a broad, inter-disciplinary base of psychology, sociology, anthropology, economics, and medicine.
Organisational behaviour takes a holistic view of behaviour and addresses individual, group, and organisational processes. These processes are major elements in contemporary management theory. Important topics in this field include job satisfaction, stress, motivation, leadership, group dynamics, organisational politics, interpersonal conflict, and the structure and design of organisations.
Assessment of the Behavioural Perspective
The primary contributions of the behavioural perspective relate to ways in which this approach has changed managerial thinking. Managers are now more likely to recognise the importance of behavioural processes and to view employees as valuable resources instead of mere tools. On the other hand, organisational behaviour is still imprecise in its ability to predict behaviour and is not always accepted or understood by practicing managers. Hence, the contributions of the behavioural school have yet to be fully realised.
Organizing is that part of managing which involves establishing an intentional structure of roles for people to fill in the organization
One of the most vitally important aspects of the management process involves strategic management. Strategic management is the process by which an organisation develops and implements plans that espouse the goals and objectives of that organisation. The process of strategic management is a continuous one that changes as the organisational goals and objectives evolve. Small businesses engage in strategic management to ensure that they adapt to trends and external changes such as globalisation. Several key concepts characterise strategic management and the development of organisational goals. BOTI’s leadership training programs for managers, leadership training workshops and leadership management courses will introduce you to the realms of strategic management and set you on your way to understanding this vitally important management concept.
At the core of the strategic management process is the creation of goals, a mission statement, values and organisational objectives. Organisational goals, the mission statement, values and objectives guide the organisation in its pursuit of strategic opportunities. It is also through goal setting that managers make strategic decisions such as how to meet sales targets and achieve higher revenue generation. Through goal setting, organisations plan how to compete in an increasingly competitive and global business arena.
Analysis Strategy Formation
Analysis of an organisation’s strengths and weaknesses is a key concept of strategic management. Other than the internal analysis, an organisation also undertakes external analysis of factors such as emerging technology and new competition. Through internal and external analysis, the organisation creates goals and objectives that will turn weaknesses into strengths. These analyses also facilitate in strategising ways of adapting to changing technology and emerging markets.
Strategy Formation
Strategy formation is a concept that entails developing specific actions that will enable an organisation to meet its goals and objectives. Strategy formation entails using the information from the analyses, prioritising and making decisions on how to address key issues facing the organization. Additionally, through strategy formulation an organisation seeks to find ways of maximising profitability and maintaining a competitive advantage.
Strategy Implementation
Strategy implementation is putting the actual strategy into practice to meet organisational goals and objectives. The idea behind this concept is to gather all the available and necessary resources required to bring the strategic plan to life. Organisations implement strategies through creating budgets, programs and policies to meet financial, management, human resources and operational goals and objectives. For the successful implementation of a strategic plan, cooperation between management and other employees is absolutely necessary.
Strategy Monitoring
A final concept is monitoring of the strategy once it has been implemented. Strategy monitoring entails evaluating the strategy to determine if it yields the anticipated results as espoused in the organisational goals. Here, an organisation determines what areas of the plan to measure and the methods of measuring these areas, and then compares the anticipated results with the actual ones. Through monitoring, an organisation is able to understand when and how to adjust the plan to adapt to changing trends.
Management is a systematic way of doing things
Effective implementation of strategic plans is essential to the success of any organisation, but it is not as simple as it looks. A 2018 management research study concluded that only 20 to 30 percent of corporate strategic plans are ever completed. For smaller businesses, it may just be inexperience with seeing them through.
Broad agreement exists among leadership and management professionals that implementation needs to begin as the strategic plan is created. Getting started early does several things: It introduces implementation language and concepts into corporate life in time for both to become a familiar and well-understood.
Getting employees, especially key personnel, to buy into the plan – to become fully committed to it early on – is essential. The implementation process begins with communicating the plan throughout the organisation. It needs to be made clear that the plan is consistent with the organisation’s vision and general business strategy and that the plan has broad approval from the board of directors to department managers. A frequent issue with the implementation of strategic plans is that middle managers, absent some clear and timely reinforcement to the contrary, often conclude that senior management no longer cares about implementing the plan. Another issue is that only about a quarter of corporations provide meaningful incentives for meeting strategic plan benchmarks and goals.
Nearly all strategic plans come with a cost. Yet, most strategic plans are rolled out without any direct connection to budgeting. An unfunded strategic plan is only a wishlist. Implementation requires an understanding of plan costs and institutional commitment to its funding. Plans need to come with funding in place.
Every strategic plan is responsive to external conditions, directly or indirectly. Changes in external conditions – the economy, supply costs, labor or other issues – can make the plan’s implementation unnecessary, no longer strategic or impossible to achieve. Acknowledgment of these parameters should be built into the plan’s rollout so that everyone knows that the plan includes responses to external conditions.
Every plan has objectives, but not all plans contain enough information about achieving them. Two common deficiencies are:
Establishing benchmarks and oversight practices are closely related. Oversight confirms that benchmarks are being achieved according to schedule. The presence of monitoring activities also sends employees a message that the plan is still in place and remains important.
One way of ensuring that a strategic plan continues to be relevant is to build periodic reviews of all the plan’s essential features into the implementation of the plan: goals, benchmarks and monitoring. A plan shouldn’t be evergreen; it needs to be viewed as a contemporary document. Strategic plans work best when they are time-limited, with a major review, often with a new rollout, at least once a year.
Management is an integrated process
Whether a business is a start-up or already well established, business implementation becomes the responsibility of all the employees. Implementation is the process of executing a plan or policy so that a concept becomes a reality. To implement a plan properly, managers should communicate clear goals and expectations, and supply employees with the resources needed to help the company achieve its goals. When you enrol on one of BOTI’s business courses, management training courses or management skills training courses you will discover so much more.
The implementation of a plan brings about change meant to help improve the company or solve a problem. The changes can occur to policies, management structures, organizational development, budgets, processes, products or services. Since the status quo can be detrimental to a company, change can help improve the work environment and/or the customer experience.
Part of good organizational development involves including all employees in implemented changes. When a company shares its ideas and goals with workers, the workers will feel a sense of ownership and loyalty to the company, as well as feel included in something important that is larger than their respective job descriptions. Making workers feel valued also helps maintain or improve employee retention. Communicating goals to employees helps encourage participation and can give a plan a strong start.
When executed properly, business implementation can increase interdepartmental cooperation. It can be easy for a department within a business to work independently and only rely on another department when a need arises, particularly in a large company. Business implementation helps unite departments, open the lines of communication, create a diverse culture within the organization and increase efficiency and productivity. Successful business implementation links performance factors with projects designed to develop and optimize individual and departmental activities.
As well as communicating goals, business implementation sets clear priorities. Priorities are generally based on due dates, client needs, financial concerns, worker needs or logistics. Deadlines help guarantee the implementation of a plan with realistic due dates, but a company must provide its workers with clear action steps and resources to ensure the success of the plan. Failure to communicate priorities can cause inefficiencies, miscommunications, worker frustration and low morale. When priorities or deadlines are realistic, employees feel as if a company is setting them up for success.
Business implementation is important for moving a company forward. When a business fails to implement and execute its strategies properly, it fails to move forward and grow. According to website Business Balls, to implement and execute a plan successfully, there must be “motivational leadership,” a plan of action and “performance management.”
Organizing is that part of managing which involves establishing an intentional structure of roles for people to fill in the organization
To increase the effectiveness of new business ideas, you need to have efficient business implementation strategies. Formulating creative business ideas does you little good if you do not have a plan in place to properly execute them. In addition, a business’s organizational structure is strengthened when management spends time analyzing different ways to efficiently put new plans into place.
A business idea can start with any member of the staff, but getting the company to accept the implementation of a new idea requires the entire staff to be involved in some way with the planning. It is not necessary to take input from every individual, but you can get departmental managers involved in the process from the beginning, especially concerning how any major changes will affect their departments. These managers can then reach out to their staff and get the company involved in the implementation strategy, widening your scope and perspective in the process.
To implement any new business idea effectively, invest in training at every phase of the process. For instance, at least 60 days prior to implementing a new business idea, training should focus on alerting your staff to the pending change then introduce how such changes will benefit the company. Continue training throughout the implementation period, and be prepared to take input from your employees as to how you can make the process smoother.
Implementing a new idea for your business could affect your vendors or customers. As you plan your implementation strategy, consider how any change, big or small, will affect the entities you do business with. Targeted market research of your clients and vendors can give you an indication of how your changes will affect business before you even implement them. Discuss your ideas with your largest vendors or clients to determine if you need to make any alterations to your plans.
Implementing change is easier if you allow free and open communication within your organization. Encourage employees to give their input about your proposed changes, and maintain an open communication policy throughout the implementation process.
1. Write an outline for your business plan. Start with broad sections, such as a company mission statement, product or service description, customer profile, competitor analysis, marketing, financial, staffing and legal concerns. Create sub-headings. For example, under marketing, you will include branding, advertising, public relations and promotions. Under advertising, you can list print, broadcast, outdoor, direct mail, social media and other forms of online marketing and any other appropriate methods. Under financial, include startup funding, cash-flow projections and the details of your budget.
2. Research each section to find expert advice on each. Include information such as how you will conduct market research or develop customer demographics. When creating your market research section, discuss what information you will need, what questions you will ask, how you will ask those questions or administer surveys and what your costs are likely to be.
3. Meet with an accountant to review your income and expense numbers, budget, record keeping and taxes. Meet with an attorney to make sure you address all permits and licenses you will need, and any health, safety or labour laws you will need to follow.
4. Create a dynamic business plan by providing several scenarios. For example, start with the current costs of goods you will need to buy to make your product or service, then add one or two more budgets based on those prices going up. For example, a restaurant might experience an increase in produce if there’s a drought or freeze, or labor, if the worker pool is seasonal, aging or leaving the area. A business plan is not static and should be a work-in-progress.
5. Write an executive summary of the plan and place it at the beginning of the document. This will give potential investors and lenders an overview of the business plan and the results you expect. The executive summary should not contain any support for your statements — save that for the body of the plan.
6. Implement the plan by starting at the beginning and executing the various steps you’ve addressed in the plan. For example, you might need to incorporate your company, trademark your name, secure business licenses and permits, open a bank account, get a post office box and perform many other tasks that get you ready to open your doors. This will include more complicated actions, such as shopping for vendors, hiring staff, developing marketing materials and creating promotions.
7. Review your business plan on a regular basis. Compare budgeted numbers to actual figures of doing business. Determine whether you can keep operating as you are, of if you need to make changes, such as reducing costs, raising prices or increasing marketing activities.
Management is a systematic way of doing things
This unit standard will enable you to interact orally/in signing with others in various contexts and situations for a variety of purposes. Learners will be able to communicate reasonably confidently through developing an understanding of how listening and speaking/signing strategies and skills can improve understanding between individuals and in groups.
Listening, Speaking/Signing Reading Viewing and Writing/Signing skills at ABET 3 or equivalent.
This standard covers Speaking/Signing and Listening in defined oral/signed interactions in socio-cultural, learning and workplace situations, in both formal and informal contexts for a variety of purposes. Broadly, the settings and situations in which learners perform their oral/signing ability are similar across levels. What differs is the extent and complexity of the vocabulary and grammatical structures that they bring to the task, as well as an increasing level of clarity, fluency and confidence.
Specific range statements are provided in the body of the unit standards where they apply to particular specific outcomes or assessment criteria.
Contexts include:
BOTI offers courses to improve communication skills, english for business communication and business communication skills training. Reserve your seat now on BOTI’s Unit Standard course: Engage in a range of speaking/signing and listening interactions for a variety of purposes. BOTI offers business training programmes across South Africa.
BOTI offers courses to improve communication skills, english for business communication and business communication skills training. Reserve your seat now on BOTI’s Unit Standard course: Engage in a range of speaking/signing and listening interactions for a variety of purposes. BOTI offers business training programmes across South Africa.
This course is aimed at individuals who wish to enhance their basic business skills.
**Quote does not include Any Exam Fees (if applicable)
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
QUALIFICATIONS UTILISING THIS UNIT STANDARD: |
ID | QUALIFICATION TITLE | PRE-2009 NQF LEVEL | NQF LEVEL | STATUS | END DATE | PRIMARY OR DELEGATED QA FUNCTIONARY | |
Core | 61755 | General Education and Training Certificate: Business Practice | Level 1 | NQF Level 01 | Reregistered | 2023-06-30 | SERVICES |
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Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
What you will learn
The Core Component of this course provides you with the knowledge and skills in the Management of Records, Comprehension of written and verbal texts, Business Writing, Problem Solving, Ethics, Cultural Awareness, Self Management and Self Development, Project Teamwork and Business Policies and Procedures. The Qualification through its Elective Component will enable you to specialize in areas of Administration such as Reception, Executive Administration, Financial Literacy, Relationship Management, Legal Knowledge, Communication, Project Administration and Support, Call Centre Administration and Human Resources. Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa. This course offers you the opportunity to pursue the following types of careers: · Secretarial services · Reception services · Switchboard operations · Financial Administration · Banking Administration Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa. · Personal/executive assistant services · Technical assistance · Typing · Data capturing · Systems administration Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa. · Human Resources administration · Basic Contracts Administration · Legal Secretarial services · Reception supervision · Change administration and management · Relationship management · Project coordination. Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa. Course outcomesUpon completion of this course you will effective be able to:
Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
Who is this course suitable for?This course is for any individual who is or wishes to be involved in the Administration function within any industry, or non-commercial venture/organization. It is also the building block to advance the learner into the National Certificate in Business Administration Services: NQF Level 5. You might also like: Executive Assistant, Personal Assistant and/or Administrator Training Development Course
Join one of many office administration short courses
Want to learn more about what is administration and administration and management? Book your seat now on BOTI’s Further Education and Training Certificate in Business Administration Services or enrol on one of our business administration courses today. BOTI offers business training programmes across South Africa.
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BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act Course
When it comes to government entities and the laws, rules and regulations that surround them it is often a daunting prospect to even attempt to try to understand how they operate and what impact they have on business and the country as a whole.
This article is a concise and informative digest of the Public Finance Management Act, no. 1 of 1999 (with amendments included.)
This is a simplified version of what the Public Finance Management Act is all about.
Essentially, The Public Finance and Management Act is responsible for regulating the management of finances in national and provincial government.
The Act Public Finance Act also sets out the procedures for efficient and effective management of all revenue, expenditure, assets and liabilities. Part of its purpose is to establish the duties and responsibilities of government officials in charge of finances.
The Public Finance Act also aims to secure transparency, accountability and sound financial management in government and public institutions.
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The Public Finance Management Act clarifies the laws
The Public Finance Management Act clarifies the laws in relation to the National and Provincial Treasuries, the National and Provincial Revenue Funds and the National Budgets.
It also governs the management of finance in departments and public entities such as Eskom and Telkom, Parliament, the provincial legislatures and constitutional instutions such as the Human Rights Commission, the Commission on Gender Equality and the Independent Broadcasting Authority.
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The Treasury promotes the national government’s fiscal policy framework and monitors provincial budgets in government departments and other institutions to which the Act applies.
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The responsibility of the Treasury is also to prescribe norms and standards and has the right to investigate any system of financial management in any department, public entity or constitutional institution.
Submission of annual financial statements
The National Treasury submits annual financial statements for auditing to the Auditor-General with respect to the following bodies:
Once the statements have been audited, they are consolidated and submitted to Parliament for tabling in both houses.
This process must be made public, and the National Treasury may publish financial statistics in respect of all spheres of government in the Government Gazette.
The National Treasury is also in charge of the National Revenue Fund, into which money received by the national government must be paid which includes most money paid to the government, although there are certain exclusions. No unauthorised money may be withdrawn from the fund.
SARS (South African Revenue Service) must also deposit all taxes, levies, duties and fees into a Revenue Fund and may only withdraw money to refund a person or organisation.
Only the National Treasury may withdraw money (and this must be authorised) from the National Revenue Fund.
The Minister of Finance may authorise the use of money for emergency purposes in exceptional circumstances, but these may not exceed two percent of the total amount appropriated in the national budget.
Provincial treasuries, consisting of the MEC for finance in and the provincial departments responsible for finance in that province, work much like the national treasury, but on a provincial level.
Provincial treasuries are responsible for the preparation and control of the provincial budgets and oversee the implementation of this Act within their respective provinces.
A provincial treasury must prepare and submit financial statements for their departments, for public entities that fall under their control, and for the provincial legislature. The consolidated financial statements must be made public.
The provincial treasury is also in charge of the provincial revenue fund for its province, and, as with the national treasury, no unauthorised money may be withdrawn from provincial revenue funds.
All money paid to provincial government must be deposited into the revenue fund, apart from certain exclusions.
The national treasury has the right to withdraw any exclusions paid into the Provincial Revenue Funds, as long as it first consults with the provincial treasury concerned. Other than the national treasury, only provincial treasuries are allowed to withdraw money (and only if the withdrawal is authorised).
As with the National Treasury, provincial treasuries are allowed to withdraw funds for emergency situations. However, these may not exceed two percent of the total amount appropriated in the annual provincial budget.
Such withdrawals must be reported to the Auditor-General and the provincial legislature and they must be attributed to a vote.
The Minister of Finance must table the annual budget and multi-year budget projections for the financial year for the National Assembly, and the MEC for finance in each province must table the provincial annual budget as well as multi-year budget projections for the national legislature.
Budgets set out estimated revenue and expenditure for the year or over a period of years.
Multi-year estimates ensure good financial planning. They are estimates of revenue and expenditure for an upcoming period of years, and they must take account of macro-economic projections.
There are limits to the amount of funds that may be withdrawn before a budget has been passed.
Subject to conditions such as unforeseeable financial events, the Minister of Finance may adjust the budget from time to time, if and when necessary. Similarly, the provincial MEC for Finance may also adjust the provincial budget.
Reports on the state of the budget must be published in the Government Gazette each month, and, at least four times a year, the provincial treasury must submit a statement of revenue and expenditure to the National Treasury.
The relevant treasury may withhold funds from a department if the funds are for a service that is taken over by another department, and any new draft legislation that gives a provincial department a new function must take account of the costs of that function and include an estimated projection of costs in the draft.
All departments and constitutional institutions must appoint an accounting officer to ensure that money is managed effectively, efficiently and transparently. The accounting officer ensures that resources are used economically and that assets are looked after.
The accounting officer also maintains an internal audit system and a system for evaluating projects. In general, the accounting officer keeps the finances of the department or institution in order. This does not beam that an accounting officer may enter into financial ventures that have not been approved.
Accounting officers must keep full and proper records
In terms of the Public Finance Management Act, accounting officers must keep full and proper records of the financial affairs of the department or institution and are required to prepare and submit detailed financial statements to the Auditor-General and comprehensive annual reports and statements to the relevant treasury.
BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act Course
The Accounting Standards Board
The Accounting Standards Board must prepare and publish the standards of generally recognized accounting practice for the financial statements with respect to the following:
The standards must take into account local and international best practice accounting practices and the capacity of institutions.
All public entities listed in Schedule 2 and Schedule 3, which is subject to change by the Minister, must appoint a person or body who will be held accountable for the purposes of this Act.
The accounting authority, which is either a board or other controlling body or a CEO, must protect the assets and records of the public entity and must do everything possible to prevent damage to the financial interests of the State.
Fidelity, honesty, integrity and in the bests interests of the public entity |
Accounting officers must always act with fidelity, honesty, integrity and in the best interests of the public entity.
Accounting authorities who represent Schedule 2 public entities must submit an annual budget and corporate plan to the accounting officer.
These documents must show a projection of expected revenue and expenditure and any activity plans for the next three years. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act CourseAccounting officers who represent Schedule 3 public entities that are not government business enterprises must submit a budget of estimated revenue and expenditure to the executive authority. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act CourseSeeking approval from the relevant treasuryPublic entities must seek approval from the relevant treasury before carrying out any of the following:
BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act CourseFair representation of the state of affairsThe accounting authority of a public entity must keep full and proper financial records of the affairs of the company and must submit statements for auditing, either to the Auditor-General or by a registered external auditor. An annual report, fairly representing the state of affairs of the entity must also be submitted to the executive authority. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act CourseIt is the accounting officer’s responsibility to ensure that unauthorised spending does not occur
Executive authorities who direct an accounting officer of a public entity to do something that will have financial implications for a department must set out the instruction in writing. It is the accounting officer’s responsibility to ensure that unauthorised spending does not occur. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act Course Loans, guarantees and other commitmentsThe institutions to which the Public Finance Management Act applies may not borrow money or enter into any transaction that binds them financially, unless it is authorised by the Act or some other law. If it is permissible to enter into a binding transaction and financial interactions may only be conducted through the following persons:
Ministerial approvalAny other public entities require the approval of the Minister of Finance or, where relevant, the Cabinet Minister who is the executive authority for the public entity. Permission required from the Minister of FinanceConstitutional institutions and provincial public entities can only borrow money with the permission of the Minister of Finance, and then only for bridging purposes and up to a prescribed limit. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act CourseTreasury RegulationsThe National Treasury issues regulations concerning financial management for the institutions to whom the Public Finance Management Act applies. These regulations cover issues such as the recovery of losses and damages and gifts or donations by or to the State, as well as any matter prescribed for departments in terms of this Act. Such are published in the Government Gazette and are made available on the National Treasury website.
OffencesThe Minister of Finance must set up systems for dealing with financial misconduct and criminal charges. Criminal offences include the following:
Those found guilty will be subject to a fine or a term of imprisonmentIf a person is found guilty, they will be liable to a fine or imprisonment for a period of up to five years. BOTI offers business training programmes across South Africa. Want to know more about the intricacies of the Public Finance Management Act, pfma act, and what a code of good practice entails? Click here to book your seat on BOTI’s Public Finance Management Act Course
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Get to know the ins and outs of what Services SETA is all about
Understanding the links in Supply Chain Management
Affectionately known as “MICT SETA” The Media, Information and Communication Technologies Sector Education and Training Authority was established in terms of the Skills Development Act, 1998 (Act No. 97 of 1998). As a SETA, The MICT sector comprises five sub-sectors that although they are interconnected they remain distinct in themselves as well as identifiable in their own right. The following sub-sectors make up the MICT sector:
Prevailing statistics and trends
The Information Technology sub-sector is further divided into Information Communication Technologies (ICT) producing activities and ICT using activities and lies at the convergence between content, commerce, community and the tools that support them.
The Information Technology sub-sector covers an array of segments, including news, market research, business process automation, media, data services, software, hardware, telecoms, financial and risk information security and many others.
The Information Technology sub-sector is anchored by the role of unified communications which enable access, storage, transmission and manipulation of information.
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The Information Technology sector continues to grow from a nascent industry into one of the country’s leading providers of employment opportunities and is a major contributor to the country’s Gross Domestic Product (GDP).
A number of stakeholders contribute to the MICT Sector policy and regulatory environment
A number of stakeholders contribute to the MICT Sector policy and regulatory environment including industry and employer bodies, professional bodies and regulatory bodies.
In this sector, professional associations advance professional learning and knowledge in the whilst organised labour’s focus is centred around the labour rights of workers.
The MICT SETA partners with industry, Universities and TVET colleges, public as well as private, in the delivery of respective learning programmes in an attempt to address identified scarce skills. Its commitment to expand and improve the provision of skills development for SMMEs and rural communities will immeasurably contribute towards addressing the requisite skills.
One of the main priorities of the MICT SETA is to ensure credibility of the data used for skills planning and partnering with stakeholders in scoping their skills development, leading towards effective implementation of demand-driven learning programmes that serve as practical bridges into the workplace.
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Vision |
To be recognised as the leader in the development of a highly skilled knowledge-based information society. |
Mission |
The MICT SETA generates, facilitates and accelerates the processes of quality skills development at all levels in the MICT sector. |
Values
‘As an organisation and individuals within the organisation we value honesty and integrity;
We are eager to take on challenges and see them through;
We have a passion for developing people; and
We hold ourselves accountable to our customers and partners by honouring commitment and striving to ensure quality service delivery in line with Batho-Pele principles.’
Get even more up to speed on the impact of the MICT SETA (mictseta mict seta) sector and boost your IT skills with BOTI’s information technology courses, end user computing training and basic computer course training programmes. Don’t delay – book now!
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Sector Skills Planning
Sector Skills Planning ensures:
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Workplace Skills Plan (WSP)
A Workplace Skills Plan (WSP) is a document that articulates how the employer plans to address staff training and development needs in the workplace.
In order to remain competitive, organisations need to search for the best possible training solutions as an investment in staff career-pathing when implementing annual skills development plans.
Remaining abreast of industry trends and maintaining relevance is therefore pivotal when bridging gaps between present realities within organisations, their skills development needs and the career aspirations of employees.
Skills development is vital in South Africa, especially in the long term.
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Annual Training Report (ATR)
An Annual Training Report (ATR) is a record of training and development undertaken over the past year and how it relates to the actual training and development plans. Every organisation that submitted a WSP is required to submit an ATR towards the end of each year that records the training and development that was implemented.
Records of all education, training and development activities should be available to confirm the information in the report.
Inter-SETA Transfer
An Inter-SETA Transfer (IST) is processed due to:
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Scarce Skills
Occupations or positions within the organisation in which there is a scarcity of qualified and experienced people, currently or anticipated in the future, either:
Absolute scarcity
Absolute scarcity is the term used to describe a situation whereby suitably skilled people are not available, for example:
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Relative Scarcity
Relative scarcity occurs when suitably skilled people are available but do not meet other employment criteria, for example:
qualifications and experience but where the lead time will mean that they are not available in the short term to meet replacement demand.
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Critical Skills
Critical Skills are Specific key or generic skills within an occupation. In the South African context there are two groups of critical skills:
organisation. Identifying Scarce Skills against Current Occupations Scarce and critical skills are identified by gathering and analysing information in respect of:
In 2014, when compared to 41 other countries surveyed, South Africa came in 4th from the bottom, with only 8% of employers reporting difficulty filling jobs. However, in 2015, the country has come in at 30th place, with 31% of employers reporting difficulty filling jobs – close on the global average of 38%. Reasons for this include the following:
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Each party to the learnership process has rights and responsibilities. Such agreement is then lodged with the MICT SETA, assuring the provision of a quality learnership programme. Should any one party not fulfil their requisite responsibilities, an appeal can be made to the MICT SETA. The MICT SETA formally registers all learnership agreements to maintain a register of learner credits. A mentor/coach is assigned to monitor the learner’s progress in the workplace, whilst a registered assessor evaluates the progress of theoretical components.
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Unemployed learners receive a monthly allowance, as laid down by the Basic Conditions of Employment of the Department of Higher Education and Training. Please also refer to the Sectoral Determination No.5, Skills Development Act and associated regulations. Visit the Department of Higher Education and Training website (www.dhet.org.za). Employed learners are governed by the Terms and Conditions of their existing employment contract.
Learnerships can be performed at several levels on the NQF, with level 1 being Adult Basic Education and level 8 being the equivalent to a Masters or Doctorate degree. Learners participating in a learnership programme receive credits for every unit standard successfully completed. There is no minimum entry requirement for learnerships – all learnerships are appropriate for people of all levels of education.
Who is eligible to apply for a learnership?
Only employers can apply for learnerships to be implemented. Individuals can become involved through an employer.
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Graduate Internship
An internship is a programme designed to give all FET College and university graduates an opportunity to extend their academic qualifications through workplace exposure and specialised training. Participants are placed on a full-time basis, for a period of eight to twelve months, in stakeholder companies and government organisations. The purpose of this is to provide the learner with workplace experience that enhances their qualification.
Work integrated learning internship
Work integrated training is offered to students from the universities of technology who are required to complete their P2 activities in a workplace, following an institution prescribed logbook. Participants are employed on a contract basis for workplace integrated learning in order to ensure that they are able to complete their diplomas.
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Reasons why learners should participate in an internship
The primary benefit for the graduate learner includes obtaining real-world workplace experience and:
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Benefits of participating in an internship
Graduates receive valuable workplace experience.
Who exactly participates in an internship?
Either employed or unemployed people can get involved in an internship, however, the MICT SETA focuses mainly on unemployed graduates. The internship usually involves the learner as a potential employee to a company; and the potential employer. Taking note of the learner’s level of education, capabilities and experience, the employer defines the workplace programme that must be completed in order for the learner to obtain the required skills for the work to be performed within the company. This workplace programme is reviewed with the learner and both parties must agree to the final programme. In certain circumstances, the learner may need to undergo additional specialised training. In this instance, the training provider could become a third party to the internship agreement. On completion of the learnership, the intern will receive a certificate of recognition.
What to bear in mind when applying for an internship
It again must be reiterated that it is the employer who applies for an internship and not the employee.
www.mict.org.za www.mictseta.net.za
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leadership and management courses – general management courses – executive leadership training programmes Book now and read on!
Effective implementation of strategic plans is essential to the success of any organisation, but it is not as simple as it looks. A 2018 management research study concluded that only 20 to 30 percent of corporate strategic plans are ever completed. For smaller businesses, it may just be inexperience with seeing them through. Enrol now on one of BOTI’s leadership and management courses – general management courses – executive leadership training programmes!
Broad agreement exists among leadership and management professionals that implementation needs to begin as the strategic plan is created. Getting started early does several things: It introduces implementation language and concepts into corporate life in time for both to become a familiar and well-understood.
Getting employees, especially key personnel, to buy into the plan – to become fully committed to it early on – is essential. The implementation process begins with communicating the plan throughout the organisation. It needs to be made clear that the plan is consistent with the organisation’s vision and general business strategy and that the plan has broad approval from the board of directors to department managers. A frequent issue with the implementation of strategic plans is that middle managers, absent some clear and timely reinforcement to the contrary, often conclude that senior management no longer cares about implementing the plan. Another issue is that only about a quarter of corporations provide meaningful incentives for meeting strategic plan benchmarks and goals.
Nearly all strategic plans come with a cost. Yet, most strategic plans are rolled out without any direct connection to budgeting. An unfunded strategic plan is only a wishlist. Implementation requires an understanding of plan costs and institutional commitment to its funding. Plans need to come with funding in place.
Every strategic plan is responsive to external conditions, directly or indirectly. Changes in external conditions – the economy, supply costs, labor or other issues – can make the plan’s implementation unnecessary, no longer strategic or impossible to achieve. Acknowledgment of these parameters should be built into the plan’s rollout so that everyone knows that the plan includes responses to external conditions.
Every plan has objectives, but not all plans contain enough information about achieving them. Two common deficiencies are:
Establishing benchmarks and oversight practices are closely related. Oversight confirms that benchmarks are being achieved according to schedule. The presence of monitoring activities also sends employees a message that the plan is still in place and remains important.
One way of insuring that a strategic plan continues to be relevant is to build periodic reviews of all the plan’s essential features into the implementation of the plan: goals, benchmarks and monitoring. A plan shouldn’t be evergreen; it needs to be viewed as a contemporary document. Strategic plans work best when they are time-limited, with a major review, often with a new rollout, at least once a year.
You will discover so much more when you enrol on one of BOTI’s leadership and management courses, general management courses and executive leadership training programmes.
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leadership and management courses, executive leadership training programs or leadership development programs – BOTI offers business training across South Africa.
Assessment of the Classical Perspective
leadership and management courses, executive leadership training programs or leadership development programs -The classical perspective served to focus serious attention on the importance of effective management and helped pave the way for later theories and approaches. Many of the concepts developed during this era, such as job specialisation, time and motion studies and scientific methods are still in use. On the other hand, these early theorists often took an overly simplistic view of management and failed to understand the human element of organisations. Upskill yourself when you enrol on one of BOTI’s leadership and management courses, executive leadership training programs or leadership development programs.
The Behavioural Management Perspective
Early advocates of the classical management perspective essentially viewed organisations and jobs from a mechanistic point of view – that is, they essentially sought to conceptualise organisations as machines and workers as cogs within those machines. Even though many early writers recognised the role of individuals, these management pioneers tended to focus on how managers could control and standardise the behaviour of their employees. In contrast, the behavioural management perspective placed much more emphasis on individual attitudes and behaviours.
The behavioural management perspective was stimulated by a number of writers and theoretical movements. One of those movements was industrial psychology, the practice of applying psychological concepts to industrial settings. Hugo Munsterberg (1863-1916), a noted German psychologist, is recognised as the father of industrial psychology. He suggested that psychologists could make valuable contributions to managers in the areas of employee selection and motivation. Industrial psychology is still a major course of study at many colleges and universities. Another early advocate of the behavioural approach to management was Mary Parker Follett. Follett worked during the scientific management era, but quickly came to recognise the human element in the workplace. Indeed, her work clearly anticipated the behavioural management perspective, and she appreciated the need to understand the role of human behaviour in organisations. Her specific interests were in adult education and vocational guidance. Follett believed that organisations should become more democratic in accommodating employees and managers.
The Hawthorne Studies
Although Munsterberg and Follett made major contributions to the development of the behavioural approach to management, its primary catalyst was a series of studies conducted near Chicago at Western Electric’s Hawthorne plant between 1927 and 1932.
The research, originally sponsored by General Electric, was conducted by Elton Mayo and his associates. The first study involved manipulating illumination for one group of workers and comparing their subsequent productivity with the productivity. of another group whose illumination was not changed. Surprisingly, when illumination was increased for the experimental group, productivity went up in both groups. Productivity continued to increase in both groups, even when the lighting for the experimental group was decreased. Not until the lighting was reduced to the level of moonlight did productivity begin to decline (and General Electric withdrew its sponsorship). Another experiment established a piecework incentive pay plan for a group of nine men assembling terminal banks for telephone exchanges. Scientific management would have predicted that each man would try to maximize his pay by producing as many units as possible. Mayo and his associates, however, found that the group itself informally established an acceptable level of output for its members. Workers who over produced were branded “rate busters,” and under producers were labeled “chiselers.” To be accepted by the group, workers produced at the accepted level. As they approached this acceptable level of output, workers slacked off to avoid overproducing.
Other studies, including an interview program involving several thousand workers, led Mayo and his associates to conclude that human behaviour was much more important in the workplace than researchers had previously believed. In the lighting experiment, for example, the results were attributed to the fact that both groups received special attention and sympathetic supervision for perhaps the first time. The incentive pay plans did not work in determining output because wage incentives were less important to the individual workers than was social acceptance. In short, individual and social processes played a major role in shaping worker attitudes and behaviour.
Human Relations
The human relations movement, which grew from the Hawthorne studies and was a popular approach to management for many years, proposed that workers respond primarily to the social context of the workplace, including social conditioning, group norms, and interpersonal dynamics. A basic assumption of the human relations movement was that the manager’s concern for workers would lead to their increased satisfaction, which would in turn result in improved performance. Two writers who helped advance the human relations movement were Abraham Maslow and Douglas McGregor. In 1943, Maslow advanced a theory suggesting that people are motivated by a hierarchy of needs, including monetary incentives and social acceptance. Maslow’s hierarchy is perhaps the best-known human relations theory.
Meanwhile, Douglas McGregor’s Theory X and Theory Y model best represents the essence of the human relations movement. According to McGregor, Theory X and Theory Y reflect two extreme belief sets that managers have about their workers. Theory X is a relatively negative view of workers and is consistent with the views of scientific management. Theory Y is more positive and represents the assumptions that human relations advocates make. In McGregor’s view, Theory Y was a more appropriate philosophy for managers to adhere to. Both Maslow and McGregor notably influenced the thinking of many practicing managers.
Theory X Assumptions
employees to get them to work towards organisational goals.
little ambition.
Theory Y Assumptions
Contemporary Behavioural Science in Management
Munsterberg, Mayo, Maslow, McGregor, and others have made valuable contributions to management. Contemporary theorists, however, have noted that many assertions of the human relationists were simplistic and inadequate descriptions of work behaviour. Current behavioural perspectives on management, known as organisational behaviour, acknowledge that human behaviour in organisations is much more complex than the human relationists realised. The field of organisational behaviour draws from a broad, inter-disciplinary base of psychology, sociology, anthropology, economics, and medicine.
Organisational behaviour takes a holistic view of behaviour and addresses individual, group, and organisational processes. These processes are major elements in contemporary management theory. Important topics in this field include job satisfaction, stress, motivation, leadership, group dynamics, organisational politics, interpersonal conflict, and the structure and design of organisations.
Assessment of the Behavioral Perspective
The primary contributions of the behavioural perspective relate to ways in which this approach has changed managerial thinking. Managers are now more likely to recognise the importance of behavioural processes and to view employees as valuable resources instead of mere tools. On the other hand, organisational behaviour is still imprecise in its ability to predict behaviour and is not always accepted or understood by practicing managers. Hence, the contributions of the behavioural school have yet to be fully realised.
Upcoming Public Courses
Leadership Mastering Emotional Intelligence, Refining Interpersonal Skills & Dealing with Conflict Resolution
BOTI’s safety management course programmes are designed to introduce you to and familiarise you with all aspects of occupational health and safety where it pertains to the general workplace as well as more industrial type settings, illustrating how this important aspect affects us all. In a nutshell, this article seeks to explore and discuss managing the various aspects of health and safety as they affect the workplace and how these impact employees and their productivity levels. We examine key aspects of maintaining business health from an often ignored, yet vitally important aspect of managing a successful business.
Manage and control key health and safety training aspects
It is vitally important to take the lead and manage all your health and safety training needs. BOTI’s Safety Management course programmes will save you time, effort and money. It’s sad but true that over 200 people are killed each year in accidents at work and over one million people are injured.
Enrol now on a safety management course with BOTI. We offer business training courses across South Africa. Book now!
Reduce costs of PPE (Personal Protective Equipment)
Certain settings require the best form of protection one can get. Understanding the key elements of how to draw up an asset management policy to cost effectively manage and control your PPE requirements is essential if you are involved in any form of business that requires this kind of protection for your staff.
When lightning strikes – Outdoor safety dos and don’ts
It is essential to be aware of the dos and don’ts regarding the basics of outdoor health and safety issues that are vital employee training requirements.
Incident reporting
Where promoting a culture of health and safety in the workplace is concerned, one of the most important aspects is to encourage employees to report incidents when they take place. Doing so will ensure that hazards and risks in the working environment are rapidly dealt with before they can affect any other aspects of the business. When such are not effectively handled the impact on the business could also negatively affect the with regards to legal risk.
Risk assessment
The importance of ensuring that business risk assessments are carried out in order to be compliant with the Occupational Health and Safety (OHS) Act cannot be overemphasised. It is also important to understand the difference between a danger, a hazard and a risk.
BOTI’s safety management course programmes are designed to introduce you to and familiarise you with all aspects of occupational health and safety.
What to do when your Health and Safety Representative has resigned – an effective hand-over plan
When your Health and Safety Representative suddenly resigns you need to have a clear and detailed hand-over plan in place. In so doing your next elected Safety Representative will know exactly what is required on the job and the transition phase will not impact business productivity levels.
If illnesses are prevalent amongst employees take steps to improve ventilation in the workplace
If your employees are experiencing headaches, dizziness, sinus congestion, itchy or watery eyes, scratchy throats and also show an inability to concentrate, poor ventilation is most likely the cause. Should this not be rectified in the proper manner hefty penalties as well as low productivity levels and increased incidents of sick leave can result.
There are key tasks that every Health and Safety Representative should endeavour to get right
When running a business it is important to improve the health and safety of the workplace, hence, for any system to run efficiently there are a number of tasks involved and health and safety is no exception. However, important tasks are often overlooked or forgotten about and this is why a health and safety representative is needed in the first instance. BOTI’s safety management course programmes will teach you everything you need to know about what these tasks involve.
Enrol now on a safety management course with BOTI. We offer business traing courses across South Africa. Book now!
Attention all construction and manufacturing companies! – How do you measure up in terms of your health and safety audit?
There are a host of questions you and your employees need to answer in order to determine whether you are complying with the Occupational Health and Safety (OHS) Act. It is therefore essential to ask the right questions in order to measure your level of compliance and determine if any gaps need to be addressed and if so, take any steps required to bridge these gaps.
The importance of a sanitation risk assessment
If your employees are working in unhygienic conditions they are likely to contract any number of illnesses resulting from such conditions. Such ailments as stomach viruses, breathing problems and intestinal infections may develop. These are usually caused by certain types of bacteria that live and breed in damp, dirty, and generally unhygienic places. When employees become ill what this ultimately means for the business is loss of productivity. In light of this, the importance of hygiene in the workplace cannot be overemphasised and should at all times be given high priority.
BOTI’s safety management course programmes are designed to introduce you to and familiarise you with all aspects of occupational health and safety.
The importance of involving your Health and Safety Representative
As a business owner, you know what is best for your company. No one can make important decisions about money, products and services, employees, of the way in which you embrace your markets the way you can. However, when it comes to health and safety aspects you might need additional help. The fact that as a business owner you are more likely to spend more time in the office as opposed to at the coalface, you will not always see what your employees do which means that you need to enlist the support of your Health and Safety Representative to represent you in order to ensure that your employees remain protected at all times in the workplace.
BOTI’s safety management course programmes are designed to introduce you to and familiarise you with all aspects of occupational health and safety. Book now!
Enrol now on a safety management course with BOTI. We offer business training courses across South Africa. Book now!
Upcoming Public Courses
Leadership Mastering Emotional Intelligence, Refining Interpersonal Skills & Dealing with Conflict Resolution
Many projects, processes and transactions in business involve the use of contracts. In a number of cases the individuals entrusted with implementing these activities are not consulted in setting up the contract or, if they are, they are not aware of the terms and conditions of the agreement until it is far too late. The terms and conditions of a contract can have a huge impact on the likelihood of meeting delivery expectations. Consequently, to help companies ensure that their employees understand contracts, BOTI is offering a training course on Business Contracts and SLAs.
3 day/s
This course is intended for anyone involved in contract management.
Unmanaged Risk is a recipe for Business disaster.
Understanding, mitigating and managing risk is an essential part of business in our modern world. While It is not possible to control and manage 100% of risk, knowing exactly how to prepare for it – before, during, and after an event will mitigate any harm. Making risk management part of your day to day business is essential to sustainable growth and ultimate business success.
Safety should be the first priority as every business must face the reality of risks as well as hazards. By utilizing our Risk Assessment and Management Program your delegates will be aware of hazards as well as any “hidden” risks around their particular workplace. Identifying hazards by utilizing proper procedures provides your delegates the skills to prevent accident before they occurs. Limiting as well as removing potential dangers by utilizing Risk Assessment will be an incredible investment.
The purpose of risk assessment is to identify problems before they become hazards or risks. Enrol in a Risk Management Course (or Risk Management Training, Risk Management Courses South Africa, Risk Management Short Course or Risk Assessment Training)
Welcome you to our Risk Assessment and Management workshop. we strongly advise participants of this workshop to attend the workshop on Safety In The Workplace. In this workshop the focus and objective will be on understanding hazards and risks and realizing where risks come from. If you have safety measures in place at your business – in writing, bring them along, we’ll show you how a risk plan is tailored to specific industries and we’ll give you the tools to update the safety measures at your company.
The second object of the workshop is to identify risk management techniques and outline a disaster recovery plan. A hazard is any source of harm to people or property. A risk is the chance of harm coming from a hazard. It is important to consult with employees during safety inspections and when introducing new plans or methods or equipment which may be a health hazard.
The purpose of risk assessment is to identify problems before they become hazards or risks.
When all is said and done, there are four ways to address risks in the workplace:
Reduce the risk.
This could include sprinkler systems with fire alarms or a security system.
Transfer the risk.
This is also called risk sharing and is often done in business relationships.
Avoid the risk.
This is not always possible and by avoiding the risk, the business avoids opportunities. Sometimes it is necessary to take the risk, the cost of the risk should be smaller than insuring or avoiding the risk. There is a hierarchy system when it comes to controlling risks. There are six basic types of control measures to limit or prevent risks.
Eliminate the risk.
This is the most favourable solution. Substitute, trade for a lesser risk. Isolate, limit access to the risk. Engineered controls, designs to prevent access to risks and hazards. Administrative controls, safe work practices and procedures. Protective equipment, personal protective equipment worn around hazards. Accident reports must be filled in by the supervisor and the employee, even if no medical help is needed. A doctor’s note must accompany the accident report. Every office building should have an emergency plan and an evacuation plan in place. We end off this workshop by discussing the benefits of having a Disaster Recovery Plan in place and we summarise risk assessment allowing you to answer the important questions, such as are our current control measures sufficient?
1. Introduction
Workshop objectives
2. Identifying risks and hazards
What is a hazard?
What is a risk?
Consult with employees
Likelihood scale
Case Study
3. Being proactive with problems (1)
Risks unique to your industry
Walk around
Short term and long term
Common issues
Case study
4. Being proactive with problems (2)
Ask questions
External events
Worst case scenarios
Consequence scale
Case study
5. Everybody’s responsibility
Report risks and hazards
Avoid unsafe conditions
Take appropriate precautions
Communicating to the whole business
Case Study
6. Tracking and updating control measures
Defining control measures
Business procedures
Deciding adequacy of control measures
Updating and maintaining risk measures
Case study
7. Risk Management techniques
Reduce the risk
Transfer the risk
Avoid the risk
Accept the risk
Case study
8. General office safety and reporting
Accident reports
Accident response plans
Emergency action plan
Training and education
Case study
9. Business impact analysis
Gathering information
Identify vulnerabilities
Analyse Information
Implement recommendations
Case study
10. Disaster recovery plan
Have a plan before you need one
Test, update and repeat
Hot, warm and cold sites
Keep documentation simple and clear
Case Study
11. Summary of risk assessment
Identifying hazards
Identifying who might be harmed
Examining current control measures
Changing control measures
Case study
12. Topics not discussed
Post workshop overview
Related Terms Include Risk Assessment Workshop, Enterprise Risk Management Courses, Risk Services, Financial Risk Management Courses, Risk Management And Compliance Courses, Enterprise Risk Management Courses South Africa, Risk Analysis Courses, Operational Risk Management Courses, Risk Workshop, Risk Assessment Training South Africa, Risk Management Courses Cape Town.
2 day/s
Managerial course for senior management.
**Quote does not include Any Exam Fees (if applicable)
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
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Enrol in a Risk Management Course (or Risk Management Training, Risk Management Courses South Africa, Risk Management Short Course or Risk Assessment Training)
It is a well known fact that getting enough sleep, eating healthily and engaging in regular exercise all lead to a happier you both at home and in the workplace. This course includes useful practical methods such as time management and decluttering that will help you achieve a more balanced state.
In today’s modern workplace employees don’t just work for a pay check. Most companies today not only invest in their employees in terms of skills but also in respect of their physical and mental health. Healthy employees make for productive employees.
We tackle several objectives in this course. From assessing the needs of employees to planning a health and wellness program, to implementing the program then finally, how to maintain it.
We will cover the four most common health behaviour programs, such as increasing physical activity, nutrition and weight loss, tobacco cessation and substance abuse treatment.
Workshop Objectives
Definition
Productivity
Cost of health care
Cost of Absenteeism
Case study
Health behaviours
Health screenings and maintenance
Mental health
Physical Injuries
Case study
Increasing physical activity
Nutrition and weight loss
Tobacco Cessation
Substance Abuse Treatment
Case study
Preventative care screenings
Cancer screenings
Annual Examinations
Maintenance Programs
Case Study
Stress management
Support groups
Counselling
Awareness and education
Case Study
Review current and previous programs
Environmental Factors
Common health conditions
Company information for employee health
Case study
Health and wellness team or committee
Define goals
Budget
Programs and policies
Case study
Get management support
Test it out
Get the word out
Incentives
Case study
Accessible Healthy eating options
Give them a break
Alcohol, Drug and Smoke-Free Work Environment
Eliminate Hazards
Case Study
Check the Results
Employee Satisfaction
Revise plans as necessary
Share Achievements
Case study
Post workshop overview
1 day/s
This course is intended for anyone who wants to improve their health and wellness at work.
**Quote does not include Any Exam Fees (if applicable)
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
Don’t delay. skill up at BOTi today!
A business is nothing without it’s people. Human Resources are a key department in any established company. A in-depth understanding of a company’s human capitol will, in no small part, be a decisive factor it’s ultimate success.
The face of Human Resources has changed drastically and it’s role has grown substantially in recent years, we offer this course (Human Resources Training, HR Courses) for all who need training in this key business area – Human Resource management.
Understand Performance Reviews
Understand Labour Legislation
Deal With Disciplinary hearings
Active Recruitment
Formulating Performance Standards
Establish Monitoring Systems
Preparing for Performance Review
Conducting Performance Review Interview
Recruit applicants
Select staff
Purpose and Application
Particulars of Employment
Understand legal proceedings according to the Act
Handle disciplinary hearings
Reach informed decisions
Related Terms include Human Resource Management Short Course, Labour Law Training South Africa, Human Resource Management Courses South Africa, Short Courses In Human Resources.
2 day/s
This course (Human Resources Training, HR Courses) is intended for those working in HR and Labour Relations.
**Quote does not include Any Exam Fees (if applicable)
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
Don’t delay. Skill up at BOTi Today.
(Human Resources Training, HR Courses)
A disciplinary hearing can be an emotional experience, yet, it needs to take place in a setting where emotions do not rule the game. A formal, documented process is what a disciplinary hearing entails and the need for a cool, levelheaded approach is what is required to ensure the best outcomes for all parties involved. To effectively conduct a disciplinary hearing requires the person chairing the hearing to have a sound practical knowledge of legislation as well as grievance procedures. The BOTI Essential Course – Effective Disciplinary Hearing Training will give participants a basic knowledge of legislation and offers a comprehensive grounding in how to conduct a disciplinary hearing.
2 day/s
This course is suitable for Human Relations Managers and shop stewards.
**Quote does not include Any Exam Fees (if applicable)
For Disciplinary Workshop Training contact BOTI today!
IMPORTANT ACTION: Do Not Wait To Improve Your Skills.
Book Now By Completing Online Booking Form / Customised Proposal or Obtain Approval For Your Already Received Customised Proposal
BOTI also offers: Labour Relations & Law Fundamentals Course
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This course is designed to give you a broad understanding of the Employment Equity Act as well as help you to understand the link between Skills Development, Employment Equity, B-BBEE and an entity’s strategy.
Key elements of this course include:
1. The History of Learning and Development in South Africa
Overview of the National Qualifications Framework
Certification and Assessment
Credibility of Practitioners and Providers
2. Transformational Legislation
Linking Skills Development to Legislation
Compliance and Ethics
Statutory Reporting
3. Employment Equity
Statutory Responsibilities – Reporting and Compliance
Setting up an Employment Equity Committee
Monitor and Evaluate Implementation
Construct an EE Blueprint for your Organisation
Reporting on the Implementation of EE
2 days
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This article is intended as an introduction to the important elements surrounding the creation and implementation of an Employment Equity Plan as well as elements of Affirmative Action (AA) and Employment Equity (EE) in general. So what can you expect? This is a complex issue, yet, observing the guidelines and taking heed of the recommendations of the Law will ensure that the process will run smoothly and efficiently.
This article also describes in detail critical factors to be borne in mind and important documents such as the Code of Good Practice and User Guide published by the Department of Labour. BOTI’s Employment Equity Fundamentals Training Course will ensure that you are up to speed on the intricate details. Make sure that you are not left behind the curve. Be informed. Don’t delay! Book now!
It is incumbent upon every designated employer to design and implement an employment equity plan. The purpose of the employment equity plan is to enable the employer “to achieve reasonable progress towards employment equity”, to assist in eliminating unfair discrimination in the workplace, and to achieve equitable representation of employees from designated groups by means of affirmative action measures.
As a consequence, an employment equity plan must therefore clearly set out the steps that the employer plans to follow in order to achieve these objectives.
The Department of Labour has published a Code of Good Practice
And in order to assist employers, the Department of Labour has published a Code of Good Practice on the ‘Preparation, Implementation and Monitoring of Employment Equity Plans.
The Department of Labour has also published a user guide to the Employment Equity Act, detailing 10 steps to preparing and implementing an employment equity plan. Hence, every employer should be in possession of at least these two documents that is, the Code of Good Practice and the User Guide.
No rigid format exists when creating an employment equity plan, and the Act allows employers to customize the plan to suit their own needs.
Employment equity and affirmative action apply to all designated employers and their employees, particularly those employees from designated groups.
Designated employers are employers who employ 50 or more employees, employers who employ less than 50 employees but whose annual turnover exceeds or equals the amounts in schedule 4 of the Employment Equity Act (EEA), or an employer who has been determined to be a designated employer in terms of a collective agreement.
Certain state organs are excluded, such as the National Defence Force, the National Intelligence Agency and the South African Secret Service.
Designated groups are African, Coloured and Indian people, women of all races, and people with disabilities. All employers who have 50 or more employees on the date on which reports were due are required to report, and all employers who have 150 or more employees on the date on which reports were due are required to comply with the reporting requirements for larger employers.
Chapter 3 of the Employment Equity Act requires that employers take certain affirmative action measures with a view to achieving employment equity. Such are detailed as follows:
Where it concerns the implementation of Employment Equity or EE, certain documents are apposite to the process. Such involve:
It should be borne in mind that the Code of Good Practice on the Implementation of Employment Equity Plans is not law. It has been published as a guide to employers and it does give some valuable tips and information. Despite not being law, the Code must be taken into account.
Guide to the creation of the Employment Equity Plan
All employers are required to have an employment equity plan in place which must clearly state the objectives, affirmative action measures, timetables, duration, procedures and tasks that will be implemented.
ApplicationThe Employment Equity Act applies to all employers, workers and job applicants, but excludes members of: · The National Defence Force · The National Intelligence Agency · The South African Secret Service Who do the provisions of the Act apply to?The provisions for Affirmative Action apply to:
Want to learn more about how to create and implement an employment equity plan and how to work with a (broad based black economic empowerment) bbbee scorecard? Enrol now on BOTI’s Employment Equity Fundamentals Training Course!To whom does The Employment Equity Act apply?The Employment Equity Act applies to all employers and workers and protects workers and job seekers from unfair discrimination. It also provides a framework for implementing affirmative action. Click here for further details around what the Act entails: Employment Equity Act Preparation and implementation of the Employment Equity PlanEmployers are required to prepare and implement an employment equity plan which will enable them to achieve employment equity targets in the workplace. Want to learn more about how to create and implement an employment equity plan and how to work with a (broad based black economic empowerment) bbbee scorecard? Enrol now on BOTI’s Employment Equity Fundamentals Training Course!What should be included in the Employment Equity Plan?Based on Legislation depicted in Section 20 of the Employment Equity Act, an employment equity plan must include:
Based on legislation in Section 20, of the Employment Equity Act:
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People Management: Labour Relations & Law, Employment Equity Course
Supply chain management (SCM) is “the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long term performance of the individual companies and the supply chain as a whole.” It has also been defined as the “design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally. Our Procurement Supply Chain Management Training Course assists delegates in understanding these concepts and more technical matters and thus can be considered as Procurement training for beginners and Advanced levels .
Managers are often faced with a number of highly technical and complex decisions and procedures in the supply chain area. Corporate governance, strict adherence to polices and high levels of ethics are required for effective supply chain management. A Detailed knowledge of Government Procurement Regulations and related technicalities is also required (i.e. Public Procurement Training Courses) Thus, there is a demand for a broad range of procurement training for beginners to an advanced level.
Upon successful completion of this course you will have achieved the following learning outcomes:
This 2 day course has a strong focus on an outcomes based approach and is presented to encourage group participation and involvement. Key mechanisms used include:
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Don’t be caught SHORT! This comprehensive course enables managers to :
The Human Resources funtion is key for any organization to achieve its strategic objectives. After all labour is one of the company’s most important resources and needs to be properly managed.
Key outcomes of this course include:
Our objective of this course is to ensure that the acquired tools and knowledge are user friendly and easily applied in the workplace.
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Getting to grips with the Labour Relations Act of South Africa – all you need to know about how it operates
This article is an informative yet easily digestible summary of The Labour Relations Act South Africa which is guided by Section 27 of the Constitution.
The Labour Relations Act entrenches the rights of workers and employers to form organisations for collective bargaining. In conjunction with the Basic Conditions of Employment Act, it also safeguards social justice in the establishment of rights and duties of employers and employees, regulates the organisational rights of trade unions, and deals with strikes and lockouts, workplace forums and other ways of resolving disputes. Through the Commission for Conciliation Mediation and Arbitration (CCMA), Labour Court and Labour Appeal Court it also deals with strikes and lockouts, workplace forums and other ways of resolving disputes.
Who does the labour Relations Act apply to?
The Labour Relations Act applies to employers, employees, trade unions and employer organisations. However, it does not apply to members of:
Hence, the Labour Relations Act covers the laws that govern labour in South Africa and is guided by Section 27 of the Constitution, which entrenches the rights of workers and employers to form organisations for collective bargaining.
Employer and Employee Organisations
In terms of the Act, all employees and employers have freedom of association which invariably means that they reserve the right to form, join and participate in the activities of registered organisations and that their membership means that they cannot be discriminated against.
The difference between a registered and unregistered union
Unions that are registered with the Department of Labour (DoL) are overseen by constitutions that abide by the principle of calling for a ballot prior to holding a strike or lockout. Within the union, they also rule against racial as well as gender discrimination. While organisations do not have to be registered with the DoL, registered unions however, are entitled to more organisational rights than otherwise.
What organisational rights entail
Trade union representatives reserve the right to carry out the following activities provided that such do not disrupt work activities.
Should a certain number of trade union members, that is, not less than 10 exist within the workplace, representatives can be elected to exercise organisational rights.
The higher the number of members a trade union has the higher the number of representatives it can choose, hence the more rights it will have in the workplace. Should a union have organisational rights in the workplace its representatives will be entitled to oversee certain functions as follows:
Union representatives are also entitled to a reasonable period of paid leave in order to perform such tasks.
How a union acquires organisation rights
Registered trade unions need to first follow the correct procedure in order to exercise organisational rights within the workplace. Employers should be given fair warning of the union’s intention to exercise its rights and the union should prove that there is adequate support with respect to its endeavours within the organisation.
In the case where an agreement cannot be reached in terms of granting organisational rights the matter can be referred to the CCMA. A commissioner will be appointed in an attempt to resolve the dispute through conciliation and if the dispute cannot be resolved either party can request that the matter be settled through arbitration.
Instead of approaching the CCMA a union may choose to strike. However, should it do so it will need to wait for a period of one year prior to requesting the CCMA to grant organisational rights.
Union Security Agreements
Two types of agreements provide additional security and boost the bargaining power a union has.
The agency shop agreement is a system whereby non-union employees are required to pay a certain amount of money into a special fund as a result of them benefiting from the union’s activities in the workplace or sector.
The closed shop agreement entails that the employer and union both agree to compulsory union membership. Those workers who do not wish to join a union can face dismissal and expulsion from the union will also result in dismissal.
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What takes place when employees do not wish to join a union
When employees refuse to belong to a union on the grounds of conscience they are referred to as conscientious objectors. In this case, they can request that their contribution be paid into a fund managed by the Department of Labour (DoL). Where a closed shop agreement is concerned conscientious objectors who are dismissed may challenge their dismissal in the Labour Court. Should the Labour Court find in favour of the objector, the union and not the employer will be required to pay due compensation.
Should at least one third of the employees sign a petition to end the agreement at least three years after a closed shop agreement was made a ballot should be held to establish whether the agreement should continue.
Collective bargaining
The Labour Relations Act promotes what is termed: centralised collective bargaining which describes employers in a sector or area of work who join forces to bargain with one or more unions who may be representing their employees. For instance, a group of mining companies may join forces in order to negotiate with mineworkers’ unions.
Three systems are involved in collective bargaining.
The collective agreement is a simple agreement between an employer, for example, the Chamber of Mines and a union/s, for example, the National Union of Mineworkers. The collective agreement only affects these two parties concerned.
A bargaining council agreement covers a wide range of issues for example wages, benefits and grievance procedures and extends to all employers and employees within the boundaries of the council’s representation provided that certain requirements are adhered to.
Statutory Councils
A statutory council is a weaker version of the bargaining council. It cannot be extended to any parties external to the council without the approval of the Minister of Labour.
Public Service Co-ordinating Bargaining Council
Set up by Section 35 of the Act, the Public Service Co-ordinating Bargaining Council (PSCBC) is one of the most important bargaining councils and is responsible for negotiating common issues among public service employees. It has the right to establish additional bargaining councils for various sectors involved in public service.
The Labour Relations Act makes provision for workplace forums
The Labour Relations Act also makes provision for workplace forums that encourage all employees, including non-trade union members to engage in promoting their own interests in the workplace. Workplace forums comprise elected workers who engage with interested parties regularly to discuss conditions in the workplace. Such issues handled by workplace forums are better suited to resolution through consultation as opposed to collective bargaining, for instance, education and training, job grading, criteria for increases or bonuses, product development plans and mergers or transfers of ownership.
Workplace forums also have the right to present other proposals to the employer which should be given due consideration. The employer must provide the forum with concrete reasons should such proposals be rejected.
The aim of workplace forums is to establish a dialogue in the workplace that will boost efficiency in the workplace and employers can consult workplace forums regarding various issues. While workplace forums do not remove the employer’s right to make unilateral decisions, they increase employee representation in the workplace.
Joint decision-making issues
Joint decision-making issues refer to certain workplace issues that are set aside by the Act which means that employers are required to consult with workplace forums regarding these particular issues as follows:
N.B. Did you know? In terms of the Labour Relations Act employees cannot strike over joint decision-making issues
As prescribed by collective agreements between employers and representative trade unions, issues can either be added to or removed from this list.
As far as such issues are concerned agreement must be reached otherwise they should be referred to the CCMA. Should the matter fail to be resolved the employer can request that it be resolved through arbitration.
Employees may not strike over joint decision-making issues.
Establishing a workplace forum
The setting up of a workplace forum is restricted to a representative and registered trade union or group of unions and a workplace forum may only be established in a workplace consisting of more than 100 employees. The process is overseen by the CCMA who appoints a commissioner to assist both parties in coming to an agreement in terms of the functions of the forum. Should agreement not be reached the CCMA will establish a forum that abides by the rules of the Act.
Guidelines for the constitution of a workplace forum, in particular the process of electing a workplace forum can be found in Schedule 2 of the Act.
Special rights are assigned to trade unions who are recognised by employers as the bargaining agent for all employees. In this case, they may apply to the CCMA to set up a trade union based workplace forum which means that the union can appoint forum representatives without holding an election.
A workplace forum can only be dissolved if there is a private agreement that allows for this. Should there be no private agreement in place, a workplace forum can only be dissolved if a representative from the trade union requests a ballot that results in a majority vote in favour of the dissolution of the forum.
Workplace forums – how they operate
Workplace forums operate by conducting three types of meetings.
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Industrial Action
All industrial action, including strikes, lockouts and picketing is regulated by the Labour Relations Act. The Act allows for the constitutional rights of employees to strike and provides recourse to employers to seek recourse via lockouts.
When a worker can strike and when an employer can lockout
Disputes over matters of mutual interest between employers and employees may involve strikes and lockouts. Such include:
What a lockout entails
A lockout takes place when an employer decides to withdraw work from employees or closes the workplace during a labour dispute.
Strikes
Refusing to work only constitutes a strike if two or more workers participate in the action. As long as the refusal to work has a common work-related purpose, the workers concerned may work for different employers. For example, a domestic worker cannot strike alone yet mineworkers working for different employers are able to do so.
Varying degrees of strike action exist, including:
Two types of strike action exist:
Protected Strikes
The first involves protected strikes which provide workers with a certain degree of security in the sense that they cannot be dismissed for striking unless they engage in activities involving misconduct during the strike and employers cannot get a court interdict to stop the strike. Employers are also not allowed to seek damages due to production losses during the strike and they must continue to provide food and accommodation should such form part of the employees’ wages, although employers can reclaim such funds by applying to the Labour Court once the strike has ended.
In terms of the Labour Relations Act workers must follow certain steps in order to commence a protected strike.
Union members may force a registered union to hold a ballot prior to holding a protected strike. A special procedure for disputes also exists which concerns refusals to bargain. In such instances workers must obtain what is termed an advisory award prior to the strike which cannot force parties to bargain.
There are certain situations whereby workers do not need to follow procedure. Such include:
Unprotected Strikes
If proper procedure is not followed or if any of the following apply a strike will not be protected:
Lockouts
A lockout takes place when an employer prevents employees from entering the workplace in an attempt to force them to accept a demand. As with strike action, there are protected lockouts and unprotected lockouts.
Protected Lockouts
In the case of a protected lockout workers cannot apply to the court to get an interdict against the action and the lockout does not constitute a breach of contract on the part of the employer. As is the case with protected strikes employers are not required to pay wages while a protected lockout is underway and employees cannot sue their employers for any losses sustained. Nevertheless, an employer cannot dismiss an employee who has been locked out and replacement labour can only be hired if the lockout is in response to a strike and for the duration of the lockout. As with protected strikes, the same rules apply to food and clothing.
In order for a lockout to be protected, employers must follow proper procedure – which is the same as the procedure for holding a protected strike:
As with protected strikes, there are certain cases in which this procedure does not have to be followed. Such include:
Picketing
Only a registered trade union has the right to authorise a picket and it can only be held in a public place outside of the workplace, unless the union has the employer’s permission to picket. The picket must be peaceful and must follow the Code of Good Practice on Picketing issued by NEDLAC.
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Dismissal and disciplinary procedure
Dismissal involves any of the following:
When can an employee be dismissed?
An employee can only be dismissed for misconduct, incapacity or business-related (i.e. operational) reasons. However, proper procedure for dismissal must always be followed.
Misconduct entails an employee having deliberately or carelessly broken a rule at the workplace, for example, stealing. In such cases, a person may only be dismissed once the employer has followed proper procedure for dismissal due to incapacity.
Incapacity means that the worker has been unable to perform his or her duties properly because of ill health or lack of skills, that is inability. If an employee is not doing their job properly, he or she can only be dismissed once the employer has followed correct procedures.
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