NATIONAL CERTIFICATE: GENERIC MANAGEMENT

NATIONAL CERTIFICATE: GENERIC MANAGEMENT

General Management: BankingModule 4.2:

General Management: Banking

5 November 2021

Presented by: Hennie Cronje

Contents

➢Logistical arrangements

➢252022: Develop, implement and evaluate a project plan

➢114212: Explain the impact of organisational wellness on a business environment and indicate a strategy for a business unit

➢252033: Demonstrate ways of dealing with the effects of dread diseases and in particular HIV/AIDS

➢114226: Interpret and manage conflicts within the workplace

2

Logistics

▪ Welcome and introduction

▪ Attendance register – facilitator will complete

▪ Hand in Portfolio of Evidence (POE) M4P1 – confirm submission

▪ Training schedule for today – facilitator will discuss

▪ Facilitation approach – facilitator will discuss

▪ Learner support – learner guide, facilitator slides, POE, LMS, FRTC Helpdesk, videos

▪ Punctuality – please adhere to starting and break times

▪ Evaluation by Facilitator – report back to service provider

▪ Evaluation by Learners – report back to service provider

▪ Portfolio of Evidence – detailed walk-through of contents and methodology

3

Recap - What are your own preferences?Let us discuss the outcomes of the pre-work completed (Task 13 of the POE – M4P2)

4

POE P 42-49

Task 13

The Portfolio of Evidence consists of 4 assessment sections

• Tasks – Formative Assessment

• Knowledge Questionnaire (Summative Assessment)

• Projects and Product Samples (Summative Assessment)

• Practical Log-book (Summative Assessment)

5

Contents






6

Project Management: Introduction

7

What is a Project?

A project is a temporary endeavour undertaken to achieve a particular aimA project is normally initiated to resolve problems and requirements that are both urgent and important. The scope of the project will depend on a number of variables, including:

❑ Size of the intended project

❑ Duration (time required to complete)

❑ Number of workers and other resources required

❑ Cost (the cost/budget must be justified by the expected benefit)

❑ Complexity (more complexity = more cost/time)

P 11KQ 15

Project Management: A New Perspective

8

9

The Project Lifecycle (1 of 2) P 11-12

There are many examples and methodologies that depict the project lifecycle and the type / duration / deliverable / organizational policy will normally determine the lifecycle methodology. Important to note, however, that any project must follow a specific orderly process to ensure successful execution.In its simplest form, a project must follow the following steps (major phases/stages):

Phase/stage Description

ConceptIdentifying the need, investigation possible solutions, engaging stakeholders, doing a conceptual design, obtaining initial approval to proceed

Definition / DevelopmentUsing the concept and investigation to develop detailed user requirements (BRD), develop a project plan/PDR (scope, time, cost), design, develop and test solutions (process, system, people)

ImplementationRoll out the solution into the business and user community, measure quality and success against initial requirements

CloseoutTransition the project into the control and ownership of business and the business owner

10

The Project Lifecycle ( of 2)Herewith another view of a typical project lifecycle:

Scoping a Work-based Project

11

P 13Task 18

Any project must be scoped during the initial stage. Scoping a project (also known ad defining the project) is the progression from the initial concept (what is the problem and possible solution) to a detailed plan that spells out how, when, who, how much the project will be delivered.The more detailed and clearer this piece of work is completed, the more likely it will be to attain the goal of the project.In broad terms, this deliverable will provide:

Note: No matter how complex, large or small a project, these aspects must be defined at the outset

12

Developing a Project PlanP 18-19

Any project plan must define 4 key elements that are regarded as the cornerstones of a successful project:

Scope – what is the project about, the need / requirement,

its key objectives, what it will deliver and what is excluded

Cost – what is required in terms of money, resources and

post-delivery budget to deliver the project

Time – how long will it take to plan, develop and implement

the project

Quality – the standards to which the project will be

measured in terms of deliverables

These items are normally inter-dependent. If scope increases it will require increased costing or time or both, if quality increases, it will impact scope, cost and time, etc.The project plan (Project Definition Report) can be described a “contract” between the project (manager) and the business owner(s)

13

The Key Elements of a Project Plan P 14-24

Typically, a project plan (Project Definition Report) must contain certain sections/chapters that describe

how, when and by whom the project will be delivered. These include, but are not limited to:

❖ Description of the project (the project triangle) explains the problem, proposed solution, benefits, objectives,

key deliverables and overall scope and approach of the project

❖ Time (duration) details how long the project will last from initial stages to delivery (is normally provided by

way of a flight plan showing specific milestones and deliverable)

❖ Cost shows how much the project will cost to deliver and what benefits are expected. The details are shown in

the business case

❖ Task specification shows who is responsible for task-level deliverables and is detailed in the Work Breakdown

Structure

❖ Potential risks, assumptions and dependencies these are described in a RAID log

❖ Stakeholders and role players are listed in the stakeholder matrix

❖ Project mandate structure is provided in the project governance matrix (decisions, approval, overall

ownership)

❖ Status and progress reporting will be done through the Change and Communications Plan

14

The Risks – why do we need to identify risks? P 16Task 17,KQ 16

Because a project is based on delivering something that is not 100% known or guaranteed at the outset, it is important to identify potential risks at the start of the project. A risk is anything that could have a negative / adverse impact on one or more of the project deliverables and scope (time, cost resources, performance criteria). The risks are listed in a matrix or log, known as a RAID log.

An example is provided below:

Risk factor Example Minimise or eliminate the risk (mitigation)

Process to acquire additional resources

Time Additional requests from the owner/ increased scope

Contract additional resources and labour

Identify new resources, obtain approval for funding, appoint new

workers

Resources Labour strike, Covid-19 restrictions

Ensure team members are multi-skilled, arrange

overtime

Obtain buy-in from workforce and management for overtime

Obtain approval for overtime costs

Performance criteria

Business owners specify new quality

requirements and deliverables

Develop a change request process and

mandate upfront

Follow the change request processObtain approval from project owner

and sponsor

15

The Key Stakeholders in a ProjectP 21-22KQ 17

A project will normally consist of a number of stakeholders or role players, each of whom will play a role to ensure project delivery is done successfully.

Stakeholder / Role player

Role and responsibilty

Project Manager Is responsible for the entire project from start to finish, heads up the project, coordinates the project activities to ensure ultimate delivery

Project Team Is the holistic team consisting of key individuals / teams / workstreams / skills each responsible for specific deliverables and inputs to the overall project e.g. Finance, HR, Communications, Technology, etc.

Functional Management

The Owner / manager of each contributing team or function that forms part of the overall project e.g. the Finance Head, the Tech Dept Head, etc.

The Sponsor Is ultimately responsible for the project, normally an executive level stakeholder with the necessary authority to approve decisions, budgets, resources and resolve project issues

Business Owner Normally the head of the business area where the key benefits will result from project delivery, “owns” the project from a business perspective

The Customer The party(ies) that will benefit from project delivery, can be internal or external customers

16

The Work Breakdown Structure (WBS) P 22-23Task 18,

Task 19.2The allocation of tasks to specific individuals forms an integral part of the project plan and is detailed in the WBS. It:

• Organizes and defines the total scope of the project• Subdivides the project into smaller, more manageable pieces of work usually structured in

descending levels of detail

An example of a very basic WBS is depicted below:

Project: Annual Family Holiday

Phase 1: Analysis

Phase 2: Organise

Phase 3: Implement

Decide dates

Budget

Confirm leave Pack vehicle

Destination Set aside funds

Book hotel

Travel to hotel

Return home

17

The Flight Plan, including key MilestonesP 28-29

The project flight plan (Gantt Chart) is developed to show the various tasks (sourced from the WBS) in a chronological, time-based plan. The flight plan can include the task description, responsible person, start and end dates, the status, dependencies, critical path and key milestone indicator. Or it could be a very basic Excel list of tasks and timelines (example below)

18

Project Network PlanP 28-29

Example of a project network plan, showing the critical path as well as tasks that can be carried out in parallel

19

Develop a Project BudgetP 29-31

Task 19.1

A key element of any project is the cost also known as the budget. Projects are approved based on the required cost versus the expected benefits and must ideally fit within the overall project budget of the organization or business area. The project manager is responsible for the development and managing of the project budget.The main components of a budget are described below:

Cost Type

Direct Costs Costs that are directly related to the project activities and include labour, materials, supplies, training, travelling

Indirect costs These are costs that cannot be traced back to the project specifically but are needed to run the business. Fringe benefits of staff, general and administrative costs, project office, IT costs and electricity

Fixed costs These are costs that are fixed and not dependent on the scale of the operation/project. License fees, salaries and rental cost of the premises are examples

Variable costs These are cost elements that are closely linked to the volume of production and include material, labour and packaging

20

Example of a Project BudgetP 29-31

Task 19.1

Below is a simple example of a typical project budget:

21

Develop Quality Parameters P 31-32KQ 18

A project and its deliverables must be related to a specific quality standard that is normally defined by the user of the project output. Quality standards will ultimately determine the success or failure of the project as it describes whether the project delivered to the exact expectations of stakeholders.Example: The system developed and implemented by the project must do 100 calculations per minute, with an error rate of less than 1%

22

How to Monitor your Project and Evaluate Implementation

P 36-37,P 42

Task 20, KQ 19

The successful management of a project includes the continuous monitoring and evaluation of the lifecycle and delivery of key components of the project. Where deviations are detected (cost, time, scope, quality) or new risks are identified, the project manager must take immediate corrective action through the relevant escalation structures, to prevent issues that will impact delivery.There are various tools you can use to monitor the project:

Contents






23

24

Factors Influencing the Business EnvironmentP 50-51Task 21

The current business environment is vitally affected by a number of external factors (or forces) over which the business has little control. These include economic, social, legal, technological and political factors.How the business owner responds to these factors and make decisions to mitigate risks posed by these will ultimately determine the success or failure of a business.External factors are not always bad for business but may also provide opportunities and good influences on the business.

Factor Good Influences Bad Influences

Economic Environment Leaders will identify opportunities to save costs, bring efficiencies and maximiseoutputs

Financial hardship amongst employees could lead to fraud and money laundering

Social Environment Use the constitution and other codes to implement best practices

Social demands could lead to strike and unrest, labour issues

Political Environment Expansion of foreign markets could open opportunities

Political decisions and onerous requirements could place a constraint on doing business

Legal / Regulatory Environment

Compliance to legal and regulatory requirements will improve the business image

Additional laws may lead to additional resources and extended timelines to do business

Technical Environment New technology will improve business processes

It places a cost and resource burden on the business to keep up with the latest tech

25

How the Organisation can Support Performance P 52-53KQ 20

The organization can use its organizational support systems to increase the wellness of the organization.

Support system Benefit to the wellness of the organisation

Conflict resolution policies and procedures

Provides employees and managers with a guide on how to manage and resolve conflict situations effectively and quickly

Effective communication system

Provides a mechanism for effective communication channels and timeous communication within an organization. Overcome communication barriers

Reward and recognition system

Provides incentives and motivation to teams and individuals in the organization, as reward for performance and achieving organizational objectives

Resource availability Provide the necessary supporting resources for employees to achieve their targets and reduce the stress when these are not available

26

The Corporate CultureThe corporate culture can be defined as “the way we do things around here”It consists of the behavior of the individuals and teams within the organization, that is typical of that organization.

The corporate culture and environment of an organization can be measured from time to time by using a culture assessment and could be done using visual observations, interviews or surveys (or a combination of these).

You could include the following ideas in your culture assessment:

P 57-58KQ 21

27

The Benefits of Healthy Corporate WellnessWith the new way of work, increased working hours and additional requirements expected from employees, it is important to maintain a healthy work/life balance. Corporate wellness programs are designed to promote health in employees and to support them in achieving a balance lifestyle.It should encourage people to take measures to prevent the onset or worsening of a disease or illness and to adopt healthy lifestyles.In essence, Corporate Wellness programs are an investment in the organization’s most valuable asset; its workers. Key benefits include improved productivity by:

P 61Task 23

28

Corporate Wellness Best PracticesListed below are the seven best practices (“the seven Cs”) for organisations to follow when developing expansive and effective employee health programs:

Capture senior-level support – approval and support from senior management is essential for the creation and implementation of a wellness programEstablish a Corporate wellness team – the wellness programme must be managed and implemented by a dedicated team who are committed to its successCollect information that will drive the health initiatives – collate feedback from employees and baseline information to design and implement your health program. Match your product the needCreate a yearly operating program – this includes a mission statement and measurable goals and will ensure continuity of the programSelect the right corporate wellness initiatives – data from the surveys and feedback from employees will inform the right initiativesCreate a supportive atmosphere – a culture of corporate wellness will support the wellness program, support from management is essential to create and sustain the cultureConsistently evaluate your results – obtain feedback from participants regarding the effectiveness of wellness initiatives and celebrate successes

P 62-63KQ 22

29

The Wellness Strategy

Once the wellness survey is completed and the data collated and analysed, it is time to develop your wellness strategy. The strategy is made up of a number of components all making up the strategy for your organization.

The following list contains elements of the proposed strategy:✓ Promotion of organization values and norms✓ Develop open communication strategies✓ A wellness newsletter✓ Health risk assessments✓ Health screenings✓ Workshops on wellness issues✓ Walking groups✓ Healthy snacks for meetings and breaks (fruit delivery)✓ Physical activity breaks or fitness classes✓ Smoking cessation classes✓ Corporate gymnasium✓ Incentives (water bottles, stress balls, pedometers, cookbooks)

P 67KQ 23

Contents






30

31

The Impact of Dread Diseases

During this lesson, we will focus on the following dread diseases:❖ Human Immunodeficiency Virus / Acquired Immunodeficiency Syndrome (HIV/AIDS);❖ Tuberculosis Bacilli (TB); and❖ Sexually Transmitted Infections (STIs)

The prevalence of these diseases amongst workers affect the cost of doing business by:• Increasing the costs of health, life and safety coverage;• Shortening the accumulation period for retirement funds;• Increasing the costs of providing medical assistance;• Increasing costs of death benefits; and• Increasing recruitment, training and retraining costs

The impact of these diseases impact the business unit through increased periods of illness and absenteeism. Moreover, if an employee needs to care for a family member who suffer from a dread disease, it will impact his/her performance at work and time spent at work.

P 72-73

32

The Dread Diseases UnpackedThe spread, nature, impact and nature of the 3 dread diseases are discussed in detail in the pages 73-83 of the Learner Guide.

Students are requested to read the passages.

Myths associated with the above-discussed dread diseases:

P 73-83Task 24

33

Non-discriminatory Work Environments P 85Task 26

34

How Legislation Protects those suffering from Dread Disease P 87-88

Task 25

In South Africa we have a number of Acts and pieces of legislation that generally, and specifically, protect the rights of those living with dread disease.

These are listed below and discussed in detail on Page 87-88 in the Learner Guide:

❑ The South African Constitution and its Bill of Rights;

❑ The Employment Equity Act, no 55 of 1998;

❑ The Labour Relations Act, no 66 of 1995;

❑ The Promotion of Equality and the Prevention of Unfair Discrimination Act, no 4 of 2000;

❑ The Medical Schemes Act, no 131 of 1998;

❑ Occupational Diseases in Mines and Works Act (ODMWA) and the Mine Health and Safety Act

(MHSA)

35

Types and Causes of Unfair Discrimination It is common for people living with a dread disease, to be discriminated against in the workplace. This discrimination can take the form of varying attitudes and behavour by co-workers and management and could include:

• Retrenchment due to repeated and protracted sick leave (policy-driven)• Unfair dismissal on the basis of frequent absenteeism (non-policy driven)• Lack of access to advanced training and promotion opportunities• Avoidance by management and co-workers for fear of contamination• Inappropriate and unfair rumour about employees who suffer from dread disease

Causes for discrimination include:

❖ Lack of knowledge about the disease❖ Stigmitization❖ Fear of infection❖ Lack of protective equipment❖ Lack of access to traetment

P 85Task 26

Contents






36

37

Conflict in the Workplace (1 of 2)What is Conflict?

Conflict are characterized by the following factors:▪ It ranges from impulsive to organized and planned▪ Can be hostility (not expressed to physical

violence▪ Enemies can be non-existent to well-stereotyped

groups▪ Level of stress range between mild to extreme

Basic components of conflict:• Two or more persons involved• Perceived incompatibility between ideas, actions,

beliefs and goals• Parties see their way as the only option

P 94-98

To identify the source, consider:▪ Who was involved▪ When and where did it happen▪ What happened▪ Whose fault was it▪ What was the outcome

Common reasons for conflict:▪ Ethic and national conflict▪ East – West conflict (Capitalism

vs Communism▪ Religious conflict▪ Traditional conflict

38

Conflict in the Workplace (2 of 2)Characteristics of conflict in the workplace

Conflict in the workplace is inevitable. People from various backgrounds, cultures, races, beliefs and political views are forced to work together to achieve a common goal in the organization.Although people might share the common goal, conflict could manifest itself through various “modes” in the work environment. These include:

P 94-98

39

Interpersonal Conflict (1 of 2)P 99

40

Interpersonal Conflict (2 of 2)P 99

Personality types play a key role in conflict at the workplace (or anywhere else). It is important to understand that not everyone is a carbon copy of others and each person has his/her own “make-up. By understanding these key differences, it could assist in resolving conflict by being more accommodating with others that differ from a personality perspective.

41

Transactional Analysis P 103-105Task 27

Conflict which may arise in personality types can be described using transactional analysis. This concept uses ego states to help explain how we are made up and how we relate to each other. These ego states categorise the way we think, feel and behave and are called Parent, Adult and Child

42

Conflict Management Techniques P 106-107

There are five common ways of dealing with conflict. These give us alternative ways of handling conflict and to use those that we prefer, based on our personality.

Denial or withdrawal – this approach will have someone getting rid of conflict by denying it exists. With smaller issues that are not critical, this could be a preferred approach

Suppression or smoothing over – here we play down the differences and shy away from the positive aspects of handling conflict openly. The conflict rarely goes away in these cases

Power or dominance – power is used to settle differences. Power may take the form of majority (as in voting) over a minority. The losers will normally not support the final decision and future meetings will be marred by the continued “struggle”

Compromise or negotiation – Although regarded as a virtue, compromise has serious drawbacks. Parties will more than likely build in a buffer and not fully accept the compromised outcome

Integration or collaboration – here all parties recognize the interests and abilities of the others. Views are modified during the process to attain the maximum possible positive outcome

43

Business Conflict Modes (1 of 2) P 107-108KQ 29

44

Business Conflict Modes (2 of 2) P 107-108KQ 29

45

Steps to Manage Conflict (1 of 6) P 108-111Task 28

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47


48


49


50


51

Conflict Resolution Model P 112

52

Critical Steps in Resolving Conflict (1 of 2) P 123-124Task 29

53

Critical Steps in Resolving Conflict (2 of 2) P 123-124Task 29

54

LRA and Conflict Resolution P 120-121KQ 30

An Effective Conflict Manager (1 of 2)

55

P 126-127

KQ 31,

Task 30

An Effective Conflict Manager (2 of 2)

56

P 126-127

KQ 31,

Task 30

57

Questions??

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58

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