Summative Assessment Tasks for Module 1:

1. Explain the core ethical values of your department by critically analysing the Departments vision and mission and values. (LO1)
2. Evaluate how your own values fit in with the departments values. (LO3)
3. Section 195 of the Constitution, 1996, requires public administration to be governed by democratic values and principles as contained in the Constitution. What is the implication of this on your Department and yourself? (LO2)
4. Organisations, like people have values. To be effective in an organisation, a persons values must be compatible with the organisations values. They do not need to be the same, but they must be close enough to coexist. Otherwise ethical conflict within individuals will develop. Describe the areas of ethical conflict for public sector employees. (LO3)
5. The following report was, however, published in the Eastern Province Herald of February 2, 1999. (LO3)

The Auditor-General has reprimanded the head of the South African Communication services for signing a contract with a printing company without following the official procedures for tendering. The Auditor-General said that if Solly Kotane had followed the proper procedures, the state could have saved R1, 69 million. Network Radio News said that the printing company employs Mr Kotanes wife. Mr Kotane apparently asked to be excused from following the states tender board requirements when he signed the contract because he stated that he did not have time. He also stated that his wife had nothing to do with the contract.

Questions

• What are the key issues in the case? Why?
• What do you think is the role of Mr Kotanes wife in this case?
• Can time be accepted as an excuse for not adhering to the Code of Conduct?
• Explain why ethical values and standards are important to the public sector.
  1. What is the importance of ethical values and standards within your own department and what role do you play to ensure it is upheld. Give examples. (LO4)

Time Management

LEARNING OUTCOMES	GUIDELINES
LO5: Identify time management profiles.	5.1 Current time management techniques and processes used by the learner to manage him-/ herself and his/ her division/ department/ section are identified to aid future time management of the section. 5.2 Weaknesses in current work processes are identified in terms of poor time management. 5.3 The top time wasters that impact on the organisations productivity are identified with a view to minimizing their negative influence. 5.4 The external forces that affect time utilization are identified and an explanation is given of their effect with examples.
LO6: Understand the principles of time management.	6.1 The 80/20 principle in identifying key tasks is explained with examples. 6.2 Delegation as a means of utilizing time and human resources correctly is explained with examples of good and bad practice. 6.3 Prioritising as a technique to manage the work of a team/group/section is explored in relation the work of the specific group and a decision made as to which tasks are of greater priority for the group. 6.4 The principle of balance between the various aspects of ones life is understood in terms of creating time for them all so as to optimize ones life.
LO7: Draw up time efficient work plans to carry out department/division work functions.	7.1 The organisations objectives are understood and clearly defined in terms of the work that has to be done by the department/ division/ section. 7.2 The objectives are translated into work plans for the department/ division/ section. 7.3 The key activities required to complete a specific project are identified and all tasks and work procedures are analysed and assigned to a specific time frame. 7.4 Persons to whom tasks can be delegated are identified and included in the plan. 7.5 Plans eliminate and/or manage time wasters in the department/division/ section. 7.6 Tasks are prioritised in terms of urgency and importance for the department/ division/ section/ organisation.
LO8: Implement time efficient work plans.	8.1 Delegation is used correctly as a tool by the manager and subordinates when applicable to get the work done. 8.2 Emphasis is placed on proactive measures such as efficient information flow, efficient meeting planning and management and administrative procedures in the daily work processes of the department/division/section to minimize time wasting. 8.3 Plans are implemented once all involved are informed of their roles, duties and functions. 8.4 Progress with work plans is monitored on an on-going basis and amendments are made where necessary.

1. Explain the importance of effective time management in personal and work environments.(LO6)
2. Identify your time management profile. (LO5)

KEEP A DAILY TIME LOG FOR ONE WEEK e.g.

Monday; 2 March 04

7:30 Reach work and switch computer on

7:35 Check e-mail

7:40 List day tasks in order of priority

1. Transfer the score you got on Your Time Management skills in Module 1 and assess your own effectiveness. What does score say about your own time management skills? (LO5)
2. Explain the importance of goal setting as a time management tool according to urgency, importance and value to the individual. (LO6)
3. List your tasks for a typical day as described in your time log. Evaluate each task in terms of its urgency and importance. Prioritise accordingly. (LO6)
4. Answer the questions in Activity 1.5 on page 36 of module 1 and attach a work plan based on the case study. Also indicate priorities, delegations and to-do lists. (LO7)
5. Indicate how you will ensure the work plan is implemented effectively. (LO8)
6. Take your time management questionnaire and your daily time log to determine your improvement areas. Develop personal improvement goals and say how you are going to solve. (LO8)

LIST YOUR IMPROVEMENT AREAS
Problem Area	SMART Objective	How are you going to do it?	What will be the end result?

MODULE 2

Management Overview

Management Functions

LEARNING OUTCOMES	GUIDELINES
LO9: Describe the management activities involved in running a successful business.	9.1 The business functions of an organisation are analysed and the main business functions are identified for a specific organisation. 9.2 The resources used in a business are analysed and the role of management in ensuring that resources of the business are used to best advantage is explained with examples from a specific organisation. 9.3 The responsibilities of employees in ensuring that resources are used to best advantage is explained with examples.
LO10: Explain the basic activities involved in the management process.	10.1 The basic activities involved in the management process are named with examples. 10.2 The planning function in an organisation is identified and an indication is given of who in the organisation is responsible for the planning function. 10.3 An example of the planning required in the learners own situation is produced and an indication is given of how this fits into the organisations business plan. 10.4 The organising function in an organisation is identified and an indication is given of who in the organisation is responsible for the organising function. 10.5 The organising function in the learners own position is identified with examples. 10.6 The leading function in an organisation is identified and an indication is given of who in the organisation is responsible for the leading function. 10.7 The leading function applicable to the learner is identified and an indication is given of the learners own leadership style. 10.8 The control function in an organisation is identified and an indication is given of who in the organisation is responsible for the control function. 10.9 The control function in the learners own situation is identified and an indication is given of what the learner controls and how s/he exercises control. 10.10 The difference between responsibility and accountability is explained with reference to delegation.
LO11 Identifying and explaining the main tasks required of managers.	11.1 The decision making task of managers is explained with examples. 11.2 The communication task of managers is explained with examples and suggestions are made as to how cultural diversity can be accommodated in communications. 11.3 The importance of trust in an organisation is explained and an indication is given of how trust affects communication. 11.4 The coordinating task of managers is explained and an indication is given of how the learner is responsible for co-ordinating based on a position description. 11.5 The motivating task of managers is explained with examples. 11.6 The delegating task of managers is explained and an indication is given of what tasks can and may not be delegated in a specific organisation. 11.7 The disciplinary task of managers is explained and an indication is given of the role of the team leader/ low level manager in the disciplinary process. 11.8 The evaluating task of managers is explained and an indication is given of the role of the junior manager in the assessing worker performance.
LO12: Applying the decision making process to make a management decision.	12.1 The steps to be followed in making a decision are explained with reference to an authentic workplace situation. 12.2 The decision making process is used to make a management decision.
LO13: Apply the general management functions to a selected organisation.	13.1 The management functions in an organisation are listed and an indication is given of who in the organisation is responsible for each function. 13.2 The way in which each management function is addressed in a specific organisation is explained with reference to the organogram of a selected organisation. 13.3 The role of a team leader or low level manager in the management of an organisation is outlined with reference to basic management functions and tasks.

1. Describe the management activities involved in running a successful organisation. (LO9)
2. Explain the basic activities involved in the management process. (LO10)
3. Identifying and explaining the main tasks required of managers. (LO11)
4. Describe a situation in which you had to make a decision at work.
   1. What type of decision was it?
   2. What process did you follow to come to the decision?
   3. How successful was the implementation of the decisions?
   4. What lessons did you learn from this process?
   5. Draw an organogram of your organisation.
      1. Analyse this organogram with specific reference to the management functions and tasks of each level.
      2. Identify your own position and analyse your own leadership and management functions and tasks.
      3. Rate yourself on each these functions and tasks using the following proficiency scale: