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Generic Management Level 5

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  • SAQA ID: 59201 / LP Number 63334
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Generic Management Level 5

A person acquiring this qualification will be able to manage first line managers in an organisational entity. First line managers would include team leaders, supervisors, junior managers, section heads and lower level staff. The focus of this qualification is to enable learners to develop competence in a range of skills, attitudes, values and knowledge that will equip them to manage teams, units or operations within their environment.
The Qualification consists of a Fundamental, a Core and an Elective Component. To be awarded the qualification, learners are required to obtain a minimum of 162 credits.
  • Various Unit Standards can be RPL’d if a learner has Matric with English and one language with Maths or Math Lit.

  • Fundamental Component
  • The Fundamental Component consists of Unit Standards to the value of 47 credits all of which are compulsory.

  • Core Component
  • The Core Component consists of Unit Standards to the value of 78 credits all of which are compulsory.

  • Elective Component
  • The Elective Component consists of Unit Standards in a number of specialisations each with its own set of Unit Standards. Learners are to choose a specialisation area and Elective Unit Standards at least to the value of 28 credits.
  • It is recommended that the learner has access to a work environment where management practice can be implemented.
    Assesment is both formative and summative:

  • Individual and group excercises: tasks & assignments
  • Integrated summative assessments [Practical assessment]
  • Self Management: Looking at personality profiling, emotional intelligence and self development as a holistic approach
  • Planning & Operations: Understand the PDAC cycel and how the requirements of the planning and operations functions need to be met efficiently
  • People Management: Drivers, motivation, culture, context, and many others explored together with HR theory and practice
  • Management and Control: Theories and case studies are explored together with limits of authoirty, reporting (exception and variance), relationships between management and measurement
  • Leadership and Ethics: Styles, theories and responsibilities of leadership. The differences between managers and leasers are explored
  • Initiate, develop, implement and evaluate operational strategies, projects and action plans to improve the effectiveness of the unit.
  • Monitor and measure performance, apply continuous and innovative improvement interventions in the workplace.
  • Lead and manage a team of first line managers to enhance individual, team and unit effectiveness.
  • Build relationships with superiors and with stakeholders across the value chain
  • Apply the principles of financial management and business risk within the internal and external regulatory frameworks and understand the ethics of business.
  • Enhance the development of teams and team members./li>