UFS Business School Management and Leadership Programmes

UFS Business SchoolManagement and Leadership Programmes

The UFS Business School helps both individuals and companies to stay competitive, by bridging the gap between their existing skills and competencies and those required. The Business School makes it a priority to ensure that individuals and companies meet the challenges and opportunities presented, distinguish themselves from their competitors and achieve higher performance.

CENTRE FOR BUSINESS DYNAMICSIt is becoming increasingly difficult for companies and individuals to survive in today’s volatile and highly competitive global and domestic business environment.

The only absolute in this environment is that radical innovation and change are inevitable. This new business order demands new ways of thinking, new ways of managing, and new ways of working. Thus, of utmost importance in this new order is the extent to which companies invest in their capacity to innovate and change (aligning with current and future realities) that is, making their human capital and business models “revolution-ready”.

The Centre for Business Dynamics, under the banner of the Business School at the University of the Free State, will help you and your company stay competitive by bridging the gap between your existing skills and competencies and those required. We will make it our priority that you meet the

challenges and opportunities presented, distinguish yourself from your competitors, and achieve higher performance. Our large portfolio of products and services, coupled with a network of national and international experts, enables us to offer tailor-made, state-of-the-art organisational and personal development solutions. From customised executive education programmes, workshops and consultations, to strategy and leadership development — we have it all. Make the call today and start investing in your success and the fulfilment of your dreams.

MISSIONThe mission of the Centre for Business Dynamics is to offer customised training and development solutions of the highest quality and relevance, in order to ensure that the skills and competencies of companies and individuals are relevant and that they can cope effectively with the radical innovation and changes in their environments, thereby enhancing their ability to achieve success.

VISIONThe vision of the Centre is to make a world-class contribution towards the future performance and competitiveness of the business sector in South Africa.

All the programmes presented by the UFS Business School lead to a formal qualification or professional designation.

The logical flow of the Learning Path is as follows:

� Short Learning Programmes (including the NMP)

� Higher Certificate in Management Development (MDP)

� Bachelor of Management Leadership (BML)

� Postgraduate Diploma in Business Administration (PGDip)

� Master of Business Administration (MBA)

� PhD

The New Managers Programme (NMP) is a formal 8 month certificate, aimed at the development of newly appointed or potential managers.

The Higher Certificate in Management Development (MDP) is a formal 1 year certificate, accredited by SAQA aimed at the development of middle management.

The Bachelor of Management Leadership (BML) is an outcomes-based, part time formal tertiary qualification, specifically developed for adult learners. The BML adds value to the middle management levels by educating managerial leaders.

The Postgraduate Diploma in Business Administration (PGDip) is a formal postgraduate qualification.

The Master of Business Administration (MBA) programme is fully accredited by the Council for Higher Education. It is a part-time programme delivered at the Business School.

The PhD is a research-based qualification and is awarded with an endorsement in “Business Administration”.

General Information

Learning Path

LEAR

NING

PAT

H

NQF

leve

l 51 Y

ear

*All p

rogr

amm

es a

re su

bjec

t to

spec

ific

adm

issio

n re

quire

men

ts.

Reco

gniti

on

thro

ugh

RPL

NQF

leve

l 74

Year

sNQ

F le

vel 8

1 Yea

rNQ

F le

vel 9

2 Ye

ars

NQF

leve

l 10

2-5

Year

s

MDP

High

er C

ertifi

cate

in

Man

agem

ent

Deve

lopm

ent

Mod

e: F

ace-

to-F

ace

SLP

Shor

t Lea

rnin

g Pr

ogra

mm

esM

odes

: Fac

e-to

-Fac

e/

Onlin

e

BML

Bach

elor

of M

anag

emen

t Le

ader

ship

Mod

es: F

ace-

to-F

ace/

Mod

ular

/ On

line

PGDi

pPo

stgr

adua

te D

iplo

ma

in

Busin

ess A

dmin

istra

tion

Mod

e: F

ace-

to-F

ace

MBA

Mas

ter o

f Bus

ines

s Ad

min

istra

tion

Mod

e: F

ace-

to-F

ace

PhD

Philis

opha

e

Doct

or

The H

ighe

r Cer

tifica

te

in M

anag

emen

t De

velo

pmen

t is a

form

al

high

er ce

rtific

ate,

acc

redi

ted

by S

AQA.

Exe

mpt

ion

to th

e Ba

chel

or o

f Man

agem

ent

Lead

ersh

ip is

ava

ilabl

e th

roug

h RP

L.

Upon

com

plet

ion

of th

e Ba

chel

or

of M

anag

emen

t Le

ader

ship

, or a

ny o

ther

firs

t de

gree

, stu

dent

s may

app

ly fo

r th

e Po

st G

radu

ate

Dipl

oma

in

Busin

ess A

dmin

istra

tion.

Upon

com

plet

ion

of th

e M

aste

r of B

usin

ess

Adm

inist

ratio

n, st

uden

ts

may

appl

y fo

r the

PhD

.Upo

n co

mpl

etio

n of

th

e Ph

D th

e st

uden

ts

cont

ribut

es to

the

field

vi

a au

thor

itativ

e re

sear

ch

artic

les a

nd p

rese

ntat

ions

.

ACFE

Upon

com

plet

ion

of th

e Ad

vanc

ed C

ertifi

cate

in Fr

aud

Exam

inat

ion,

stud

ents

can

obta

in th

e in

tern

atio

nal

accr

edita

tion

of C

ertifi

ed

Frau

d Ex

amin

er.

ADVA

NCED

PR

OJEC

T M

ANAG

EMEN

TAn

Act

ion

Lear

ning

or

ient

ated

pro

gram

me

(N

QF le

vel 7

).

CIPS

Upon

com

plet

ion

of th

e Di

plom

a in

Pro

cure

men

t and

Su

pply

, Adv

ance

d Di

plom

a in

Sup

ply

and

the

Exec

utiv

e Di

plom

a in

Pro

cure

men

t and

Su

pply

, stu

dent

s can

obt

ain

the

inte

r nat

iona

l acc

redi

ted

desig

natio

n M

CIPS

.

Upon

com

plet

ion

of

the

Post

grad

uate

Di

plom

a in

Bus

ines

s Ad

min

istra

tion,

or a

ny re

leva

nt

Hono

rs D

egre

e, st

uden

ts

may

app

ly fo

r the

Mas

ter o

f Bu

sines

s Adm

inist

ratio

n.

MBA

PhD

PGDi

p

BML

MDP

CRED

ITS

CIPS

ACFE

be w

orth

mor

e

• Ex

ecut

ive

Deve

lopm

ent

Prog

ram

me

Mod

e: F

ace-

to-F

ace

• Ne

w M

anag

ers P

rogr

amm

eM

ode:

Fac

e-to

-Fac

e•

Lead

ersh

ip D

evel

opm

ent

Prog

ram

mes

Mod

e: F

ace-

to-F

ace

• Sh

ort L

earn

ing

Prog

ram

mes

Mod

es: O

nlin

e/Fa

ce-t

o-Fa

ce

New Managers Programme

MISSION The main objective of the New Managers Programme is to assist employees in making a successful crossover from their current work levels to that of management. This can be achieved by explaining and practising the principles of management in order to help the participant develop into a self-reliant and creative manager.

INFORMATIONThe economic challenges and responsibilities that South Africa is facing with, require management development within the context of unique and often fluctuating circumstances. Not only does this programme meet this important requirement, but it has been constructed in such a way that both the employer and employee will reap the benefits of the programme without being unduly inconvenienced. We believe that one should first be able to manage oneself before one can manage other people. For this reason self-development is a very important part of the programme. Leadership is something that can be acquired by everyone, and the objective of this programme is to help develop these properties in every student enrolled in the programme.

ENTRANCE REQUIREMENTSSupervisors and potential first-level managers with a minimum of 2 years’ supervising experience and/or a manager’s recommendation.

REGULATIONSRules and regulations are available on request.

PROGRAMME STRUCTUREDURATIONThe duration of the programme is approximately 8 months and the lectures are presented over 15 lecture days.

Lecturing times are from 08:15 to 16:30. Lecture days exclude the days on which the examination for each module will take place.

LANGUAGE MEDIUMDiscussions and assignments will be conducted and written in English.

ASSESSMENTEvaluation will take place continuously. This includes assignments and personal learning experiences which will contribute towards a final portfolio of evidence.

PROGRAMME REGISTRATION AND FEEThe programme fee is available on request and includes all study material. The closing date for registration is November for commencement the following year. Note that the programme can be customized and offered on an in-house basis for companies across South Africa.

CONTENTVarious management topics are integrated in the programme covering the following themes:

• Leading People• Leading Change • Leading Operations• Market Insights• Labour Relations

The content above is covered in 9 academic modules and 2 support modules relating to assignments and final presentation.

ACKNOWLEDGMENT AND ACCREDITATIONAfter the successful completion of the programme, the student will receive a certificate (NQF level 5) issued and endorsed by the UFS. Recognition to the Higher Certificate in Management Development is available (13 credits). This programme forms part of a learning path offered to UFS Business School students and allows students, without a degree, to participate in management studies and eventually earn a management degree.

NEW

MAN

AGER

S PR

OGRA

MM

E (N

MP)

LEAD

ING

PEOP

LELE

ADIN

G CH

ANGE

LEAD

ING

OPER

ATIO

NSM

ARKE

T IN

SIGH

TSLA

BOUR

RE

LATI

ONS

FINA

L AS

SESS

MEN

T PR

EPAR

ATIO

N

BLOC

KBL

OCK

BLOC

KBL

OCK

12

34

Day

1, 2

& 3

Day

4, 5

, 6 &

7Da

y 8,

9, 1

0 &

11Da

y 12

& 13

Day

14Da

y 15

1 BLOCKDay

Them

eM

odul

eUn

itTo

pics

Assig

nmen

t ty

peLAUNCH

Prog

ram

me

Over

view

• Or

ient

atio

n•

POE

man

agem

ent

• As

signm

ent c

oach

ing

• Pr

esen

tatio

n sk

ills

INDIVIDUAL

DAY 1 & 2

LEADING PEOPLE

Lead

ersh

ip fo

unda

tions

Unde

rsta

nd m

ysel

f•

Pers

onal

ity a

naly

sis•

Iden

tity

and

perfo

rman

ce a

t wor

k

Unde

rsta

nd o

ther

s •

Emot

iona

l inte

lligen

ce: r

ecog

nise

ow

n an

d ot

her e

mot

ions

•

Dive

rsity

circ

le

Apllie

d go

al se

tting

•

Care

er a

nd p

erso

nal g

oal s

ettin

g •

Orga

nisa

tiona

l goa

l link

to p

erso

nal g

oals

• Ti

me

man

agem

ent

Com

mun

icat

ing

as a

lead

er

• In

terp

erso

nal c

omm

unic

atio

n•

Barr

iers

in c

omm

unic

atio

n•

Team

com

mun

icat

ion

• St

rate

gies

for c

omm

unic

atio

n

DAY 3

Prac

tical

lead

ersh

ip

Lead

ersh

ip st

yles

• An

alys

is of

firs

t lin

e m

anag

emen

t env

irom

ent

• Li

nk b

etw

een

job

profi

le/t

asks

and

stra

tegi

c co

nten

t•

Lead

ersh

ip st

yle

anal

ysis

Lead

ersh

ip a

ctio

n •

Lead

ersh

ip a

ctio

n an

alys

is •

Perfo

rman

ce m

anag

emen

t lin

ked

to le

ader

ship

act

ion

Assig

nmen

t

2 BLOCKDay

Them

eM

odul

eUn

itTo

pics

Assig

nmen

t ty

peDAY 4

LEADING CHANGETh

e W

orld

of B

usin

ess

The

impa

ct o

f cha

nge

in th

e bu

sines

s env

ironm

ent

• Th

e fu

nctio

ning

of a

n ec

onom

ic sy

stem

• De

man

d &

supp

ly•

The

role

of a

utho

rity

in a

n ec

onom

ic sy

stem

INDIVIDUAL

Tran

slatio

n of

bus

ines

s env

ironm

ent c

hang

e in

to

orga

nisa

tiona

l str

ateg

y

• Vi

sion,

miss

ion

& va

lues

• St

rate

gic

choi

ces /

prio

ritie

s•

Stra

tegi

c ob

ject

ives

, mea

sure

s and

targ

ets

• St

rate

gic

initi

ativ

es

DAY 5

Exec

utin

g St

rate

gy

An e

ight

step

pro

cess

for m

anag

ing

chan

ge

• Cr

eate

a se

nse

of u

rgen

cy•

Pull t

oget

her t

he g

uidi

ng te

am•

Deve

lop

the

chan

ge v

ision

and

stra

tegy

• Co

mm

unic

ate

for u

nder

stan

ding

and

buy

in•

Empo

wer

oth

ers t

o ac

t•

Prod

uce

shor

t-te

rm w

ins

• Do

n’t l

et u

p•

Crea

te a

new

cul

ture

Empl

oyee

eng

agem

ent b

est p

ract

ice

• Th

e bu

sines

s cas

e fo

r eng

agem

ent

• Th

e lo

ok o

f eng

agem

ent

• Th

e fe

el o

f eng

agem

ent

• So

wha

t abo

ut sa

tisfa

ctio

n?•

The

enga

gem

ent c

ultu

re•

Actu

al c

hang

es th

at b

uild

and

mai

ntai

n en

gage

men

t•

Lead

ersh

ip b

ehav

iour

and

eng

agem

ent

• Re

sista

nce

to c

hang

e an

d en

gage

men

t•

How

shou

ld e

ngag

emen

t ini

tiativ

es b

e co

mm

unic

ated

?

DAY 6 & 7

Proj

ect m

anag

emen

t in

rollin

g ou

t str

ateg

y

• Un

ders

tand

ing

the

impo

rtan

ce o

f pro

ject

s in

exec

utin

g or

gani

satio

nal s

trat

egy

• Pr

ojec

t con

cept

s•

Initi

atin

g th

e pr

ojec

t•

Proj

ect p

lann

ing

• Pr

ojec

t exe

cutio

n•

Mon

itorin

g &

cont

rol

• Cl

osin

g th

e pr

ojec

t

Assig

nmen

t

3 BLOCKDay

Them

eM

odul

eUn

itTo

pics

Assig

nmen

t Ty

peDAY 8 & 9

LEADING OPERATIONS

Oper

atio

ns &

Log

istic

s M

anag

emen

t

The

fund

amen

tals

of o

pera

tions

and

logi

stic

s

• De

finin

g op

erat

ions

• De

finin

g op

erat

ion

man

agem

ent

• Ro

les o

f the

ope

ratio

nal m

anag

er•

The

tran

sfor

mat

ion

proc

ess

• Op

erat

ions

stra

tegy

• Di

ffere

nt ty

pes o

f ope

ratio

ns –

ope

ratio

n ch

arac

teris

tics

INDIVIDUAL

Appl

icat

ion

of o

pera

tions

and

logi

stic

s the

ory

• In

tern

al c

usto

mer

s and

inte

rnal

supp

liers

rela

tions

hip

• Pe

rform

ance

obj

ectiv

es•

Perfo

rman

ce o

bjec

tives

and

the

inte

rnal

supp

lier /

cus

tom

er•

Prod

uct d

esig

n / s

ervi

ce d

esig

n•

Capa

city

• Bu

fferin

g op

erat

ions

• Th

e su

pply

net

wor

k pe

rspe

ctiv

e•

Inve

ntor

y•

Ente

rpris

e re

sour

ce m

anag

emen

t (ER

P)•

Just

-in-

time

(JIT)

• Qu

ality

and

tota

l qua

lity

man

agem

ent (

TQM

)

DAY 10 & 11

Cost

ing

Acco

untin

g

Basic

acc

ount

ing

and

the

conc

ept o

f cos

t•

Reas

ons w

hy m

anag

emen

t nee

ds fi

nanc

ial in

form

atio

n•

Cost

cla

ssifi

catio

n

Brea

k-ev

en c

alcu

latio

n

• Th

e re

latio

nshi

p be

twee

n va

rious

type

s of c

ost,

volu

me

of sa

les

and

profi

t•

Brea

k-ev

en a

naly

sis•

The

prac

tical

use

of t

he b

reak

-eve

n co

ncep

t

Budg

etin

g

• W

hat i

s a b

udge

t?•

The

impo

rtan

ce o

f a b

udge

t for

man

agem

ent

• M

anag

ing

a bu

dget

(pla

nnin

g, c

ontr

ol a

nd c

oord

inat

ion)

• Th

e bu

dget

ing

proc

ess

Assig

nmen

t

4Day

Them

eM

odul

eUn

itTo

pics

Assig

nmen

t ty

peDAY 12

MARKET INSIGHTSM

arke

ting

Basic

con

cept

s of m

arke

ting

• Th

e cr

itica

l rol

e of

mar

ketin

g in

org

anisa

tions

and

in so

ciet

y•

The

basic

s con

cept

s of m

arke

ting

• Th

e m

arke

ting

man

agem

ent p

roce

ss•

The

mar

ketin

g re

cipe

• M

arke

ting

stra

tegy

GROUP

DAY 13

Info

rmat

ion

Tech

nolo

gy

and

Mar

ketin

g Co

mm

unica

tion

The

role

of i

nfor

mat

ion

tech

nolo

gy in

you

r per

sona

l and

bu

sines

s mar

ketin

g en

viro

nmen

t•

Info

rmat

ion

tech

nolo

gy•

Mar

ketin

g co

mm

unic

atio

n

DAY 14

LABOUR RELATIONS

Labo

ur R

elat

ions

Labo

ur re

latio

ns a

nd th

e le

galis

tic fr

amew

ork

• La

bour

Rel

atio

ns A

ct•

Disc

rimin

atio

n in

hum

an re

sour

ce m

anag

emen

t•

Basic

con

ditio

ns o

f the

em

ploy

men

t act

• Un

empl

oym

ent i

nsur

ance

act

Unfa

ir di

smiss

al a

nd u

nfai

r lab

our p

ract

ice

• Un

fair

dism

issal

and

unf

air l

abou

r pra

ctic

e

Proc

edur

es in

labo

ur re

latio

ns

• St

rikes

and

lock

-out

s in

Sout

h Af

rica

• St

aff re

duct

ion

proc

edur

es•

Disc

iplin

ary

proc

ess

• Di

scip

line

and

dism

issal

• Gr

ieva

nces

• In

capa

city

due

to u

nsat

isfac

tory

wor

k pe

rform

ance

Nego

tiatio

n sk

ills

• Pr

actic

al c

olle

ctiv

e ba

rgai

ning

and

neg

otia

tions

•

Confl

ict a

nd p

ower

in th

e ne

gotia

tion

proc

ess

• Ba

rgai

ning

stra

tegi

es•

The

sub-

proc

ess o

f neg

otia

tions

• Pe

rson

ality

and

skills

dim

ensio

ns o

f a n

egot

iato

r•

Nego

tiatio

ns ta

ctic

s •

Mist

akes

dur

ing

nego

tiatio

ns

Assig

nmen

t

DAY 15

ASSESSMENT PREPARATION

Fina

l Ass

essm

ent

• Th

e na

ture

of t

he fi

nal a

sses

smen

t will

dete

rmin

e th

e su

ppor

t/co

achi

ng p

rovi

ded

BLOCK

Higher Certificate in Management Development

INFORMATIONThe Business School within the Faculty of Economic and Management Sciences, has established itself as a leader in South Africa in the provision of Higher Certificate in Management Development. A dynamic supplement to this spectrum of management programmes on offer, is an excellent Higher Certificate in Management Development (MDP). The MDP emphasises leadership develop ment, the broadening of insight by exposure to the most important management disciplines and its integration into a total management approach. This tailor-made qualification has been designed to assist institutions in both the private and public sectors. It is aimed at developing employees, especially focused on middle management group level, to enterprising and professional managers.

ENTRANCE REQUIREMENTS• 22 years of age

• National Senior Certificate or National Certificate Vocational (Level 4)

• A minimum of 2 year’s experience as supervisor or first level manager and/or manager’s recommendation


PROGRAMME STRUCTUREDURATIONThe duration of the programme is approximately 1 year.

LANGUAGE MEDIUMA team of lecturers with vast experience in different fields of management, leadership, entrepreneurship, etc. present the Higher Certificate in Management Development in English.

ASSESSMENTThe MDP programme involves resource-based learning for adults. This means self-study with the aid of programme guides. Assessments include assignments and open-book examinations.

PROGRAMME REGISTRATION AND FEEThe programme fee is available on request and includes all study material. Note that the programme can be customised and offered on an in-house basis for companies across South Africa.

CONTENTVarious management topics are integrated in the programme. The content is covered in 16 academic modules.

ACKNOWLEDGMENT AND ACCREDITATIONAfter the successful completion of the programme, the student will receive a certificate (NQF level 5) issued and endorsed by the UFS. Recognition to the Bachelor of Management Leadership is available. This programme forms part of a learning path offered to UFS Business School students and allows students, without a degree, to participate in management studies and eventually earn a management degree.

All modules are also presented as Short Learning Programmes

X

Foun

datio

n Sk

ills �

How

to re

ad a

n ac

adem

ic te

xt to

faci

litat

e re

tent

ion

of in

form

atio

n

�

Stru

ctur

e th

e re

adin

g of

aca

dem

ic m

ater

ial

�

Use

the

SQ3R

read

ing

stra

tegy

to a

cces

s aca

dem

ic te

xts

�

Iden

tify

the

targ

et a

udie

nce

and

purp

ose

for w

ritin

g

�

Plan

ning

of t

he w

ritin

g pr

oces

s

�

Form

ulat

ion

of a

thes

is st

atem

ent

�

Writ

e a

para

grap

h, a

n in

trod

uctio

n an

d co

nclu

sion

�

Orga

nisin

g th

e bo

dy o

f an

acad

emic

ess

ay

�

Appr

opria

te p

unct

uatio

n

�

Refe

renc

ing

styl

es a

nd p

unct

uatio

n

X

Gene

ral M

anag

emen

t &

Com

mun

icat

ion

�

Com

mun

icat

ion

tech

niqu

es a

nd c

omm

unic

atio

n sk

ills

�

The

four

func

tions

of m

anag

emen

t:

z

Plan

ning

and

Dec

ision

Mak

ing

z

Orga

nisin

g z

Lead

ing

and

Impl

emen

ting

z

Cont

rol

X

Foun

datio

n Sk

ills

X

Gene

ral M

anag

emen

t &

Com

mun

icat

ion

X

Fina

ncia

l Man

agem

ent &

Cos

t Ac

coun

ting

X

Econ

omic

s & B

anki

ng fo

r M

anag

ers

X

Busin

ess &

Info

rmat

ion

Tech

nolo

gy

X

Ente

rpris

e Ri

sk M

anag

emen

t

X

Stra

tegi

c &

Chan

ge M

anag

emen

t

X

Peop

le M

anag

emen

t

X

Lead

ersh

ip D

evel

opm

ent

X

Mar

ketin

g &

Digi

tal M

arke

ting

X

Labo

ur R

elat

ions

X

Inst

itutio

nal M

emor

y &

Know

ledg

e M

anag

emen

t

X

Oper

atio

ns &

Log

istic

s M

anag

emen

t

X

Ethi

cs &

Gov

erna

nce

X

Proj

ect &

Pro

gram

me

Man

agem

ent

X

Entr

epre

neur

ship

& In

nova

tion

MDP

MOD

ULES

X

Fina

ncia

l Man

agem

ent &

Co

st A

ccou

ntin

g �

Basic

acc

ount

ing

�

Anal

ysis

of fi

nanc

ial s

tate

men

ts a

nd c

ash

flow

s

�

Cost

-vol

ume-

profi

t ana

lysis

�

Budg

etin

g

�

Bala

nced

scor

ecar

d

�

Ratio

ana

lysis

�

Cost

of c

apita

l

�

Debt

ver

sus e

quity

�

Eval

uatin

g ca

pita

l bud

getin

g pr

ojec

ts u

sing

Nett

Pres

ent

Valu

e (N

PV)

�

The

man

agem

ent o

f gro

wth

�

Perfo

rman

ce a

ppra

isal u

sing

EVA

X

Econ

omic

s & B

anki

ng

for M

anag

ers

�

Fact

ors i

nflue

ncin

g pr

ice

sens

itivi

ty fo

r a sp

ecifi

c pr

oduc

t

�

The

inte

ract

ion

of m

arke

t for

ces o

f dem

and

and

supp

ly in

or

der t

o de

term

ine

pric

e an

d ou

tput

�

The

impa

ct o

f mar

ket p

ower

and

pric

e re

gula

tion

(like

pric

e ce

ilings

and

pric

e flo

ors)

on

pric

e an

d ou

tput

leve

ls of

a

spec

ific

prod

uct

�

The

inte

rrel

atio

n of

key

con

cept

s suc

h as

eco

nom

ic

grow

th, i

nflat

ion,

inte

rest

rate

s, e

xcha

nge

rate

s, e

tc in

the

mac

ro-e

cono

my

�

Glob

alisa

tion,

its e

cono

mic

impa

ct a

nd th

e ke

y fo

rces

that

ar

e dr

ivin

g it

�

The

diffe

rent

fina

ncia

l inst

itutio

ns

�

Adva

ntag

es o

f fina

ncia

l inst

itutio

ns a

nd m

arke

ts

�

The

role

of t

he d

iffer

ent t

ypes

of fi

nanc

ial in

stru

men

ts in

the

oper

atio

n of

a m

oder

n ec

onom

y

�

The

diffe

rent

type

s of fi

nanc

ial m

arke

ts, s

uch

as p

rimar

y an

d se

cond

ary

mar

kets

, mon

ey m

arke

ts, c

apita

l mar

kets

, de

bt m

arke

ts a

nd fo

reig

n ex

chan

ge m

arke

ts

�

The

role

and

func

tions

of t

he b

ank

of S

outh

Afri

ca

X

Busin

ess &

Info

rmat

ion

Tech

nolo

gy �

The

role

of t

echn

olog

y in

bus

ines

s dec

ision

s

�

IT in

bus

ines

s pro

cess

es

�

Chan

ges i

n te

chno

logy

and

the

impa

ct th

ereo

f on

a bu

sines

s

�

The i

mpa

ct o

f tec

hnol

ogy

on b

usin

ess g

row

th w

ith re

gard

s to:

z

Purp

ose

z

Impa

ct z

Effici

ency

z

Inve

stm

ent

�

The

man

agem

ent o

f IT

risks

on

the

basis

of t

he:

z

Iden

tifica

tion,

ass

essm

ent a

nd m

itiga

tion

of ri

sks

z

Deve

lopm

ent o

f res

pons

e pl

ans

z

Revi

sion

of ri

sk m

anag

emen

t pro

cedu

res

z

Lega

l req

uire

men

ts z

Polic

ies a

nd p

roce

dure

s z

Redu

ctio

n of

IT ri

sks

�

Prot

ectio

n of

per

sona

l info

rmat

ion

(IC

T La

w a

nd P

OPI B

ill)

�

Next

gen

erat

ion

IT tr

ends

�

Defin

ing

clou

d co

mpu

ting

�

Tech

nolo

gy a

nd T

CO

�

The

use

of M

icro

soft

appl

icat

ions

in b

usin

ess

X

Peop

le M

anag

emen

t �

Hum

an re

sour

ces p

lann

ing

�

Job

anal

ysis

�

Recr

uitm

ent a

nd se

lect

ion

�

Trai

ning

and

dev

elop

men

t

�

The

mea

ning

and

nat

ure

of m

otiv

atio

n

�

Theo

ries a

bout

wor

k m

otiv

atio

n

�

The

com

pone

nts o

f the

car

eer d

evel

opm

ent p

ersp

ectiv

e

�

The

natu

re a

nd c

onte

nt o

f per

form

ance

app

raisa

l

�

Perfo

rman

ce a

ppra

isal t

echn

ique

s

�

Job

eval

uatio

n m

etho

ds

�

The

natu

re a

nd e

ssen

ce o

f sel

f-de

velo

pmen

t

�

Influ

ence

of s

elf-

imag

e on

the

indi

vidu

al’s

ge

nera

l fun

ctio

ning

�

Stra

tegi

es fo

r im

prov

emen

t of a

pos

itive

self-

imag

e

�

The

natu

re a

nd m

eani

ng o

f str

ess

�

Sym

ptom

s of s

tres

s

�

Stra

tegi

es fo

r han

dlin

g st

ress

effe

ctiv

ely

X

Stra

tegi

c &

Chan

ge M

anag

emen

t �

Stra

tegi

c vi

sion

and

miss

ion

�

Expl

orat

ion

of th

e ex

tern

al e

nviro

nmen

t

�

Anal

ysis

of th

e in

tern

al e

nviro

nmen

t

�

Stra

tegi

c go

als a

nd st

rate

gy fo

rmul

atio

n

�

Com

petit

ive

and

gran

d st

rate

gies

�

Stra

tegy

map

s

�

Impl

emen

ting

a st

rate

gy

�

Orga

nisa

tiona

l con

text

as a

n el

emen

t of

stra

tegy

impl

emen

tatio

n

�

Stra

tegi

c co

ntro

l

�

Man

agem

ent o

f cha

nge

X

Ente

rpris

e Ri

sk M

anag

emen

t �

Defin

ing

a ris

k

�

Risk

s org

anisa

tions

are

exp

osed

to

�

The

incr

easin

g im

port

ance

of m

anag

ing

risks

�

Trig

gers

of r

isks

�

Risk

s alo

ng th

e va

lue

chai

n

�

Casc

adin

g ris

ks

�

Defin

ing

risk

man

agem

ent

�

The

risk

man

agem

ent p

roce

ss:

z

Risk

ass

essm

ent

z

Risk

resp

onse

X

Labo

ur R

elat

ions

�

Labo

ur re

latio

ns a

nd th

e le

galis

tic fr

amew

ork:

z

Labo

ur R

elat

ions

Act

z

Disc

rimin

atio

n in

hum

an re

sour

ce m

anag

emen

t z

Basic

Con

ditio

ns o

f the

Em

ploy

men

t Act

z

Unem

ploy

men

t Ins

uran

ce A

ct

�

Unfa

ir di

smiss

al a

nd u

nfai

r lab

our p

ract

ices

�

Proc

edur

es in

labo

ur re

latio

ns:

z

Strik

es a

nd lo

ck-o

uts i

n So

uth

Afric

a z

Staff

redu

ctio

n pr

oced

ures

z

Disc

iplin

ary

proc

ess

z

Disc

iplin

e an

d di

smiss

al z

Grie

vanc

es z

Inca

paci

ty d

ue to

uns

atisf

acto

ry w

ork

perfo

rman

ce

�

Nego

tiatio

n sk

ills:

z

Prac

tical

col

lect

ive

barg

aini

ng a

nd n

egot

iatio

ns z

Confl

ict a

nd p

ower

in th

e ne

gotia

tion

proc

ess

z

Barg

aini

ng st

rate

gies

z

The

sub-

proc

ess o

f neg

otia

tions

z

Pers

onal

ity a

nd sk

ills d

imen

sions

of a

neg

otia

tor

z

Nego

tiatio

ns ta

ctic

s z

Mist

akes

dur

ing

nego

tiatio

ns

X

Mar

ketin

g &

Digi

tal M

arke

ting

�

Mar

ketin

g m

anag

emen

t and

the

mar

ketin

g co

ncep

t mod

ule

�

The

mar

ketin

g en

viro

nmen

t

�

Cons

umer

beh

avio

ur a

nd d

ecisi

on m

akin

g

�

Mar

ket s

egm

enta

tion

and

targ

et m

arke

ting

�

Prod

uct a

nd p

ricin

g de

cisio

ns

�

Mar

ketin

g co

mm

unic

atio

n

�

Dist

ribut

ion

deci

sions

�

Serv

ices

mar

ketin

g

�

Stra

tegi

c m

arke

ting

plan

ning

�

Func

tiona

l / o

pera

tiona

l mar

ketin

g pl

anni

ng

�

Cust

omer

rela

tions

hip

man

agem

ent

�

The

digi

tal m

arke

ting

envi

ronm

ent

�

Cons

umer

beh

avio

ur a

nd d

igita

l mar

ketin

g

�

Digi

tal m

arke

ting

and

mar

ketin

g st

rate

gy

�

Cont

empo

rary

topi

cs in

dig

ital m

arke

ting

X

Lead

ersh

ip D

evel

opm

ent

�

Orga

nisa

tion

cont

ext:

Trad

ition

al v

ersu

s 21s

t ce

ntur

y or

gani

satio

ns

�

The

role

, tas

ks a

nd sk

ills o

f the

lead

er

�

The i

mpo

rtanc

e of s

elf-d

evelo

pmen

t and

self-

know

ledge

w

ithin

a lea

ders

hip

cont

ext

�

Pers

onal

ity p

refe

renc

es a

nd le

ader

ship

�

Emot

iona

l inte

lligen

ce a

nd le

ader

ship

�

Man

agin

g in

terp

erso

nal c

onfli

ct

�

Crea

tive

prob

lem

solv

ing

�

Intr

a- a

nd in

terp

erso

nal c

omm

unic

atio

n sk

ills

and

stra

tegi

es

�

Empo

wer

ing

the

team

�

The

over

all m

anag

emen

t of d

iver

sity

with

in th

e co

ntex

t of a

21

st c

entu

ry o

rgan

isatio

n

X

Inst

itutio

nal M

emor

y &

Know

ledg

e M

anag

emen

t �

The

impo

rtan

ce o

f kno

wle

dge

�

Conv

ertin

g on

e ty

pe o

f kno

wle

dge

to a

noth

er

�

Inst

itutio

nal /

org

anisa

tiona

l mem

ory

�

The

impo

rtan

ce o

f org

anisa

tiona

l mem

ory

�

Caus

es o

f los

ing

orga

nisa

tiona

l mem

ory

�

The

effec

ts o

f the

loss

of o

rgan

isatio

nal m

emor

y

�

Know

ledg

e m

anag

emen

t

�

Why

kno

wle

dge

man

agem

ent o

ften

fails

�

Why

kno

wle

dge

man

agem

ent o

ften

succ

eeds

�

Way

s of k

now

ledge

acqu

isitio

n, p

rese

rvat

ion

and

shar

ing

�

Know

ledg

e m

anag

emen

t: m

etho

ds a

ttem

ptin

g to

reta

in

�

Best

pra

ctice

: cap

turin

g an

d pr

eser

ving

kno

wle

dge

for r

euse

�

Com

mun

ities

of p

ract

ice

X

Oper

atio

ns &

Log

istic

s M

anag

emen

t �

Defin

ing

oper

atio

ns a

nd o

pera

tions

man

agem

ent

�

Role

s of t

he o

pera

tiona

l man

ager

�

The

tran

sfor

mat

ion

proc

ess a

nd o

pera

tions

stra

tegy

�

Diffe

rent

type

s of o

pera

tions

– o

pera

tion

char

acte

ristic

s

�

Inte

rnal

cus

tom

ers a

nd in

tern

al su

pplie

rs re

latio

nshi

p

�

Perfo

rman

ce ob

jectiv

es an

d the

inte

rnal

supp

lier /

cust

omer

�

Prod

uct d

esig

n / s

ervi

ce d

esig

n

�

Capa

city

and

buff

erin

g op

erat

ions

�

The

supp

ly n

etw

ork

pers

pect

ive

�

Inve

ntor

y pl

anni

ng a

nd c

ontr

ol

�

Ente

rpris

e Re

sour

ce M

anag

emen

t (ER

P) a

nd M

ater

ials

Requ

irem

ent P

lann

ing

(MRP

)

�

Lear

n sy

nchr

onisa

tion

and

Just

-in-

Tim

e (JI

T)

�

Qual

ity a

nd To

tal Q

ualit

y M

anag

emen

t

X

Ethi

cs &

Gov

erna

nce

�

Gove

rnan

ce in

Sou

th A

frica

, with

rega

rds t

o th

e le

gal f

ram

ewor

k �

Corp

orat

e et

hics

and

avo

idin

g hi

gh ri

sk a

reas

�

Ethi

cs d

efine

d �

Gove

rnan

ce:

z

The

thre

e pi

llars

for g

ood

gove

rnan

ce a

nd

sust

aina

ble

deve

lopm

ent

z

Acco

unta

bilit

y in

gov

erna

nce

z

Trus

t in

gove

rnan

ce

�

Diffe

rent

iatin

g be

twee

n rig

ht a

nd w

rong

�

Wha

t mak

es so

met

hing

eth

ical

�

Divi

sion

of a

ctio

n in

to th

ree

cate

gorie

s �

The

impo

rtan

ce o

f eth

ics

�

Righ

ts a

nd re

spon

sibilit

ies

�

Desc

riptiv

e et

hics

:

z

Norm

ativ

e et

hics

z

Tele

olog

ical

eth

ics

z

Deon

tolo

gica

l eth

ics

z

Met

a-et

hica

l the

orie

s

�

The

art o

f liv

ing

– m

akin

g ch

oice

s �

Appl

ied

ethi

cs �

The

natu

ral e

nviro

nmen

t – is

it n

atur

al/m

oral

ly c

orre

ct?

�

Man

-mad

e en

viro

nmen

ts �

Med

ia is

sues

X

Proj

ect &

Pro

gram

me

Man

agem

ent

�

Mod

ern

proj

ect m

anag

emen

t �

The

deve

lopm

ent o

f pro

ject

man

agem

ent s

yste

ms

�

Defin

ing

of th

e pr

ojec

t �

Cost

est

imat

ion

and

deve

lopm

ent o

f the

bud

get

�

Deve

lopm

ent a

nd c

onst

ruct

ion

of th

e pr

ojec

t net

wor

k:

z

Gant

t cha

rts

z

Pert

sim

ulat

ion

�

Proj

ect m

anag

emen

t str

uctu

res

�

Lead

ersh

ip: B

e an

effe

ctiv

e pr

ojec

t man

ager

�

Prog

ress

, per

form

ance

mea

sure

men

t and

eva

luat

ion

�

Proj

ect a

udit

and

clos

ure

X

Entr

epre

neur

ship

& In

nova

tion

�

Impo

rtan

ce a

nd sc

ope

of e

ntre

pren

eurs

hip

�

The

fund

amen

tal c

once

pts o

f ent

repr

eneu

rshi

p �

Oppo

rtun

ity sc

reen

ing:

The

driv

ing

forc

es o

f suc

cess

ful n

ew

vent

ure

crea

tion

�

Intr

apre

neur

ship

: Ref

errin

g to

the

need

for

entr

epre

neur

ship

in b

ig c

ompa

nies

�

Oppo

rtun

ity S

cree

ning

: Ide

ntify

ing

and

pres

entin

g an

or

igin

al o

ppor

tuni

ty �

Inno

vatio

n an

d co

mm

erci

aliza

tion

�

The

writ

ing

of a

bus

ines

s pla

n �

Crea

ting

an e

ntre

pren

euria

l tea

m �

Dete

rmin

ing

the

amou

nt o

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Executive Development Programme

MISSION The main objective of the Executive Development Programme is to assist participants with the development of leadership capacity and to transition into strategic leadership roles. A Business Driven Action Learning Model that is enriched through Business Coaching helps participants to integrate their learning and to close the gap between understanding and effective action

INFORMATIONAlthough change in the twenty-first century is discontinuous, abrupt, and seditious, it does not mean that we must stop the search for and implementation of timeless principles into our personal and enterprise levels and, in so doing, position ourselves for the pursuit of long-term performance and competitiveness.

The tasks of managers and leaders have become more complex and challenging than ever, and finding clear-cut “answers” is almost impossible.

The programme therefore creates awareness of the disruptive and ever-changing age we live in and confronts the participant with the enormous complexity and challenges that management and leadership face in the twenty-first century, especially in relation with innovation, repositioning and change management

ENTRANCE REQUIREMENTSAdmission to the Executive Development Programme is subject to the UFS General Rules for first qualifications, postgraduate diplomas, bachelor Honour’s degrees, master’s degrees, doctoral degrees, higher doctorates, honorary degrees and convocation and the specific requirements of the UFS Business School.

Specifically, students must:

Be in possession of a National Senior Certificate or the National Certificate (Vocational) with appropriate subject combinations and levels of achievement OR Admission on the basis of recognition of prior learning where a person who does not qualify for admission to an academic qualification can, in accordance with the following guidelines: A person in possession of a National Senior Certificate (as from 2008) or a School-leaving Certificate (prior to 2008), with at least five years’ applicable work experience, including formal and non-formal learning. This work experience must include five years’ management experience. Candidates admitted according to a RPL process cannot exceed 10% per intake


PROGRAMME STRUCTUREDURATIONThe duration of the programme is approximately 8 months. Lecturing times are from 08:00 to 17:00



PROGRAMME REGISTRATION AND FEEThe programme fee is available on request and includes all study material. Note that the programme can be customized and offered on an in-house basis for companies across South Africa.

CONTENTVarious Management Topics are integrated in the programme covering themes like:

• Contemporary Leadership• Megatrends• Strategic Management• Stakeholder Alignment

ACKNOWLEDGMENT AND ACCREDITATIONThe EDP is an UFS Accredited, competency-based, 44 credit programme (NQF level 8).

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Advanced Project Management

Accreditation:After the successful completion of the programme, the student will receive a certificate (NQF level 7) issued and endorsed by the UFS. Recognition to the Higher Certificate in Management Development is available.

All short learning programmes can be customised and offered on an in-house basis.

NQF level: 7Credits: 70

Enquiries:Ansie Barnard Strategic PartnershipsT: 082 900 1080 / 051 401 3204E: [email protected]

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OBJECTIVES OF THE PROGRAMMEAll modern managers need to be equipped with Project Management skills to effectively manage ever changing environments. The programme is designed with the Project Lifecycle as foundation for applying planning and control techniques. Although powerful (but inexpensive) project management software is readily available for personal computers, its application will only be effective if the planning and control techniques are clearly understood. The project manager needs a compressive toolkit – just as a plumber works with a bag of tools, so the project manager works with a computer producing organisation charts, work breakdown structures, bar charts, resource histograms and cash flow statements. The programme integrates the use MS Project Software.

LEARNING OUTCOMESBy the end of the programme, participants should be able to:

� Understanding the history and application of the science of project management, to establish foundational definitions and concepts including the project lifecycle

� Conceptually define good projects, get the right people involved and assess project feasibility

� Apply planning tools and techniques used in project design

� Apply best practices in project execution and control through people management

� Perform formal project closure

� Perform Project Planning and Control with the use MS Project Software

Who Should Attend?This short learning programme serves as a basis for further studies in business, management and leadership. The programme is aimed at General Managers, Project Managers, Project Planners, Project Co-ordinators, Project Schedulers, Construction Managers, IT Project Managers and Members of a Project Office.

www.ufsbs.ac.za

ADVANCED PROJECT MANAGEMENT

Duration: 10 Months

Blended learning approach between contact sessions and

online learning

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PROGRAMME OUTLINEThis SLP comprises of four themes, covering the following:

� Theme 1 (Introduction to Project Management and the Project Lifecycle) provides a short history and application of the science of project management, establishes foundational definitions and concepts and introduces the project lifecycle.

Æ Project definition Æ Project management definition Æ The process of management by projects

� Theme 2 (Project Concept & Initiation) focuses on the immense need to conceptually define good projects (frontend design and development), getting the right people involved and assessing project feasibility.

Æ Project charter Æ Project team Æ Project feasibility

� Theme 3 (Project Design & Development) focuses the tools and techniques used in project design and development.

Æ Planning tools and techniques used in project design Æ Work breakdown structure Æ Critical path Æ Schedule Gantt Chart Æ Procurement Schedule Æ Resource Planning Æ Budget & Cash Flow Æ Quality Control Æ Risk Management Æ Project Communication Æ Compile a Baseline Plan Æ MS Project Software

� Theme 4 (Project Implementation and Project Commissioning & Handover) discovers the best practices in project implementation through people management as well as formal project closure.

Æ Working in a team Æ Leadership styles relate to decision-making Æ Motivational theory Æ Interpersonal conflict Æ Project Execution and Control Æ Project Reporting Æ Formal project closure

ADVANCED PROJECT MANAGEMENT

Accreditation:After the successful completion of the programme, the student will receive a certificate (NQF level 7) issued and endorsed by the UFS. Recognition to the Higher Certificate in Management Development is available.

All short learning programmes can be customised and offered on an in-house basis.

NQF level: 7Credits: 70


Who Should Attend?This short learning programme serves as a basis for further studies in business, management and leadership. The programme is aimed at General Managers, Project Managers, Project Planners, Project Co-ordinators, Project Schedulers, Construction Managers, IT Project Managers and Members of a Project Office.

www.ufsbs.ac.za

Duration: 10 Months

Blended learning approach between contact sessions and

online learning

Operational Leadership - Connecting the dots

MISSION

The main objective of the programme is to assist participants with the development of leadership capacity in operational leadership roles. A Business Driven Action Learning Model that is enriched through Business Coaching helps participants to integrate their learning and to close the gap between understanding and effective action.

INFORMATIONAlthough change in the twenty-first century is discontinuous, abrupt, and seditious, it does not mean that we must stop the search for and implementation of timeless principles into our personal and enterprise levels and, in so doing, position ourselves for the pursuit of long-term performance and competitiveness.

The tasks of managers and leaders have become more complex and challenging than ever, and finding clear-cut “answers” is almost impossible.

The programme therefore creates awareness of the disruptive and ever-changing age we live in and confronts the participant with the enormous complexity and challenges that management and leadership face in the twenty-first century, especially in relation with innovation, repositioning and change management.

ENTRANCE REQUIREMENTSAdmission to the programme is subject to the UFS General Rules for first qualifications, postgraduate diplomas, bachelor Honour’s degrees, master’s degrees, doctoral degrees, higher doctorates, honorary degrees and convocation and the specific requirements of the UFS Business School.

Specifically, students must:

Be in possession of a National Senior Certificate or the National Certificate (Vocational) with appropriate subject combinations and levels of achievement OR Admission on the basis of recognition of prior learning where a person who does not qualify for admission to an academic qualification can, in accordance with the following guidelines: A person in possession of a National Senior Certificate (as from 2008) or a School-leaving Certificate (prior to 2008), with at least five years’ applicable work experience, including formal and non-formal learning. This work experience must include five years’ management experience. Candidates admitted according to a RPL process cannot exceed 10% per intake.


PROGRAMME STRUCTUREDURATIONThe duration of the programme is approximately 8 months. Lecturing times are from 08:00 to 17:00.



PROGRAMME REGISTRATION AND FEEThe programme fee is available on request and includes all study material. The closing date for registration is November for commencement the following year. Note that the programme can be customized and offered on an in-house basis for companies across South Africa.

CONTENTThe three core topics that are integrated in the programme includes:

• Orientation: Developing a Systems Perspective on my work environment

• Knowing myself• Influencing my team• Understanding my context• Integration: Integrate the programme themes through

Action Learning

ACKNOWLEDGMENT AND ACCREDITATIONThe programme is an UFS Accredited, competency-based, 50 credit programme (NQF level 6).

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Women in Leadership


Accreditation:This programme is accredited with the UFS.

Who Should Attend?This programme is recommended for women in middle to senior leadership roles.

6 Face-to-Face sessions and online support

Approximately 3 Months

Duration:

www.ufsbs.ac.za

THE BUSINESS CHALLENGEOur own research, which has also been confirmed by similar research conducted elsewhere, confirms that the quality of an organisation’s leadership community has a direct impact on the level of employee engagement and actual financial results. The quality of the leadership community correlates directly with the capability and competence of its leaders – and competence is built through leadership development.

Traditionally, woman leadership development programmes focused on two approaches: 1.) “add woman and stir”, implying a rehash of leadership programmes aimed at men, or 2) “fix-the-woman”, arguing that women have not been socialised or have the skills to compete with men. Both approaches may impart some useful leadership skills, but neither fully addresses organisational realities.

THE SOLUTIONWomen leaders have to navigate between the requirements of the work place and personal roles, which at times may be neither easy nor pleasant. Furthermore, gender bias interferes with the development of an appropriate leader identity for women. We utilise a well- researched framework by utilising identity as departure point, and reveal the implications of gender.

Women who embrace a more positive gender identity will be less vulnerable to thoughts and experiences that can potentially threaten their self-regard as effective leaders. The greater regard women leaders have for their gender and leader identities, the less likely they are to suppress any of the two, the more likely they are to “blend” both, and thus the more authentic they will be in performing their professional role.

Woman in leadership is not about pointing fingers or casting blame. In the end it is about building gender partnerships, so that we can remove gender bias from our organisation and think about ourselves as a leadership community – instead of male and female leaders.

THE LEARNING OFFERINGThe purpose of this programme is twofold. Firstly, we explore how women are perceived in the workplace, and the effect that these perceptions have on the leadership landscape (styles, process, competence and dynamics). Secondly, this provides a platform for enhancing the capacity of female leaders to lead themselves, other individuals, groups and organisations.

This will be done by articulating the gendered nature of organisations as well as the gendered role of leaders. You will be guided to locate yourself in the system within which you operate. Through understanding your own leadership approach and unique life circumstances, you will be in a position to enhance your leadership confidence and competence, and consequently your effectiveness as a leader.

LEARNING PROCESSIn the 21st Century, content is freely available on the Internet for all to see and download. The differentiator is no longer content, but process and how this impacts on learning. Research indicates that without a structured learning process application, support, and follow-up, a high percentage of what is learned in the classroom is never put into practice back at work. The picture on the following page illustrates our blended learning process. This will be unpacked in more detail.

PREPARATION OF THE INDIVIDUALFor this phase we utilise a range of self-assessments. Psychometric assessments and feedback are available on request. This phase also includes an orientation to the organisation, where we specifically address “second-generation” forms of gender bias.

WOMEN IN LEADERSHIP

LEARNING CONTENTThe programme consists of three themes and the content covered is outlined below:

Theme 1: The journey towards personal and professional mastery for women

� Using personal strength to find meaning

� Building self-awareness and resilience for better results

� Forging trust in relationships

� Engaging with others on one’s own termsTheme 2: Kick the glass ceiling

� The leadership landscape

� Gain clarity on your identity as a leader

� Unpacking “second-generation” forms of gender bias and the impact thereof on the leadership identity of women

� Align your career direction while considering your values in the context of the organisation

� Build and leverage strategic networks

� Implement your personal leadership strategyTheme 3: Mindfulness in the application of my leadership role

� Conveying meaning to others

� Using mindfulness as a leader

� Rigorous conversations: dealing with broken trust and promises

� Forging high-performing teams

X INFORMAL LEARNINGThe learning process design needs to ensure the deepening and translation of learning into day-to-day leadership action. In order to facilitate this, we also utilise a number of techniques to re-enforce the learning, namely reflection and journaling, business action learning, team coaching and our virtual platform.

BUSINESS ACTION LEARNINGYou are required to present the results of your action-learning project to the assessment panel after completion of this project. As part of the programme participants are to work

in groups (company specific when possible) to solve a real-life business dilemma in their workplace, applying the skills developed.

TEAM COACHINGYou are encouraged to bring dilemmas drawn from your own work experience; leading women in industry are utilised as coaches to unpack these dilemmas and to create solutions where possible.

VIRTUAL LEARNINGOur virtual platform will allow you to effectively develop your leadership and interpersonal competencies. Moreover, by setting up your own personal portal, you will be able to track your growth, access industry-leading toolkits and grow the key areas of your role, ensuring your overall success both personally and within the workplace.

This will include unlimited access to:

� Online learning content

� E-Journal

� Online community and coaching

� Articles

� Self-assessment based on defined leadership competencies

� Personal development plan

� Tracking of progress.

DURATIONThis programme is usually presented over a period of 3 months. The investment into to programmes includes the following:

� Access to the virtual platform for a period of 3 months

� Electronic copies of all learning material

� Journal

� Facilitation and team coaching

OUR SPONSORDeidre le Hanie

Deidre’s strengths lie in ensuring financial stability and growth through crafting strategy, implementation and monitoring delivery against the strategy. She builds strategic partner relationships to ensure profitable revenue growth.

Deidre is a fully qualified CIS and recognised as a Fellow (FCIS). Deidre attended the INSEAD Business School Fontainebleau France and was the first female appointed as Managing Director in the Altron Group. During her tenure with Bytes Managed Solutions as Managing Director, the business grew from R280m to R1.5b with staff growth from 280 – 1,350. The Bytes Managed Solutions business under Deidre’s leadership won numerous international and local awards, of which the most significant was when both Bytes and Altron won the Best Company Award.

Woman Leadership Development

3 months

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ENQUIRIES:Roshana Froon Executive Head - AcademyOpen Learning Group (Pty) LtdE: [email protected]: 011 670 4794

UFS Business School Management and Leadership Programmes

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Transcript of UFS Business School Management and Leadership Programmes