US Patent Research Essay Example

Kent State Essay -- National Guard History Kent State Essays

Kent State In 1970 the country was in its most elevated condition of discussion. The age hole that had started to shape in the sixties was presently to a greater extent a gorge. The young people of America was at long last standing up and bringing their voices up in challenge all the issues that tormented the nation they would have control of in years to come. There were numerous occasions that helped in taking care of the fire in the hearts of Americans. One such occasion was the Kent State University episode. It is an occasion that contacted the country and made such a significant imprint, but then it just went on for thirteen seconds. In the thirteen seconds the Ohio National Guard, alongside the remainder of government by affiliation, built up themselves as the new foe. Everyone's eyes were on them, investigating everything they might do, bringing up each misstep they made. Curiously enough, most don’t even truly know precisely what went on in those thirteen seconds, yet they realize d that it left four understudies dead and nine harmed because of the National Guard, with the goal that was sufficient to strike the hearts on millions. Still today, twenty after nine years, we still don’t truly comprehend what went on. Who discharged the main shot, and would they say they were incited? Was it fundamental for the National Guard to be available on this commonly quiet school grounds in any case? Also, for what reason did it need to end in such disaster? There are such a significant number of inquiries, thus numerous misguided judgments about this episode, and like any disputable issue, there are constantly different sides to the story. Before picking sides one should consistently take a gander at the realities. The most significant certainty to think about the circumstance at Kent State University is that in the days prior to the shootings, the grounds was definitely not quiet. Everything started on Thursday, April 30,... ...nd no one has been to this. In the entirety of the books, magazine articles, and pages committed to this subject, it is difficult to locate an impartial one. I need to concede that I went into my examination for the understudies, however the more I read of the circumstance nearby in the days preceding the shooting, the more I wound up asking â€Å"How I would I have taken care of a circumstance like that on the off chance that I had been an individual from the Guard?† I can just infer that there is no correct response to that. There are such a significant number of inquiries, thus numerous confusions about this occurrence, and like any questionable issue, there are constantly different sides to the story. Since I have altogether examined the two sides to the story, I despite everything have no clue who I believe was off base. There are essentially an excessive number of unanswerable wholes in the tales from the two sides that now I can’t state I’m possibly in support of it is possible that one.

Introducing MeisterTask Business - Focus

Introducing MeisterTask Business - Focus Introducing Roles and Permissions We’re very proud to introduce MeisterTask Business, a new subscription plan created specifically with the needs of enterprises and large teams in mind. The new tier offers sophisticated roles and permissions management, as well as the ability to create team projects and user groups for easier project sharing!   MeisterTask Business: Features Pricing MeisterTask Business introduces three features that are essential for the team management of large organizations and are not available on any other plan: Roles and permissions: Assign different roles to team members and restrict their ability to modify projects and/or tasks. User groups: Create groups of multiple users within your Business team and share/unshare projects with them at the click of a button. Team projects: Make projects visible to your whole Business team. Team members who want to actively collaborate on these projects, rather than just view them, can join manually. Additionally, the Business plan allows for multiple team administrators, who have full access to the license and user management of the entire team, and comes with 24/7 priority support. Licenses are available for $ 20.75 per user/month (paid annually). Take a look at the short demo video below to see all features in action: Agile Task Management for the Enterprise Get MeisterTask Business $ 20.75 Get MeisterTask Business Lets take a closer look at whats new in MeisterTask Business: Introducing User Groups Creating user groups within your Business team has two big advantages: It enables you to quickly share and unshare projects with multiple people at once. If new employees join your team at a later stage, you don’t need to manually invite them to projects individually. Instead, you can add them to all relevant user groups, and all projects shared with these groups will automatically be shared with the new employee. For example, you could create groups that reflect the departments in your company, called ‘Marketing’, ‘Sales’, ‘Development’ and ‘Management’. Or, if your team members are located in various regional offices, you might want to create a group for each one, called “Vienna team”, “San Francisco team”, and so on. How to Create and Manage User Groups To create and manage user groups, you have to be an administrator of your MeisterTask Business team. To get started, click on your avatar in the upper right corner of MeisterTask’s interface and select My Account from the drop-down menu. On the My Account page, scroll down to the Team section and select Members. In the Members area you can manage your team’s licenses and its members (“users”), as well as create and manage user groups. Click on + ADD GROUP and type in a name for your new group. To fill your new group with members, simply drag them from the members list and drop them onto the group’s name. How to Share Projects with User Groups Click on + New Project in the bottom left corner of your dashboard. In the dialog that opens, you can name your new project, as well as send out invitations to all users you’d like to collaborate with. You can invite people individually by typing in their email addresses, or invite whole groups by typing in the name of the user group. If new employees are added to the group at a later point in time, this project will automatically be shared with them, too! Introducing Team Projects When you create a new project, you can choose between making the project visible only to project members (i.e. users you actively invite) or to your entire Business team. This option is available in the dialog that opens when you create a new project from your dashboard. Note: Because teams may create a large number of team projects, we have made it so team projects don’t automatically appear in everybody’s project list. To view team projects, users have to click on Projects and select Team Projects from the menu. By default, team members can open and view all team projects, but to actively collaborate on a project, they have to join it by clicking on the respective option in the top bar. Introducing Roles and Permissions Roles and permissions enable you to assign different roles to the members of a project, with each role offering a different set of rights. The roles currently available in MeisterTask Business include: Administrator: Has full control over the project. Can change the way sections are set up, can add integrations and section actions, and can modify all other project properties. Member: Can manage tasks in the project (create, modify, assign, complete, archive, trash etc.) but cannot change any project properties. Note that Members can see and modify all tasks, not only the ones assigned to them. Read only: Can open the project and view all tasks individually, but can not edit the project or its contents in any way. Commenter: Can view and comment on tasks, but otherwise not modify them in any way. However, when a Commenter comments on a task, they are automatically added as a Watcher and are subsequently notified of changes made to the task. You can invite users that are not part of your Business Team to projects and assign them a Read only or Commenter role. This is a great way to keep clients and other external stakeholders in the loop about project progress and involve them in task-related discussions, without the risk of them modifying tasks without permission. Note that roles are assigned on a project basis. For example, while the marketing manager in your company may be an Administrator of the marketing project, they may be assigned a ‘View Only’ role in the projects run by the sales department. How to Manage Roles and Permissions To enable roles and permissions for a project, open the project settings and navigate to the Features tab. Scroll through the list until you spot the roles and permissions entry, then flip the switch next to it. Once you’ve enabled the feature, go to the Members tab in the project settings. Next to the project members’ email addresses you can now see their assigned roles. By default, all users who were members of the project before the roles and permissions feature was enabled are now Administrators. To change a role, simply click on it and select a different role from the drop-down menu. Head on over to the website to compare all of MeisterTask’s plans and their features, or sign up to MeisterTask Business straight away! Agile Task Management for the Enterprise Get MeisterTask Business $ 20.75 Get MeisterTask Business Need personal assistance? MeisterTask Enterprise offers everything that’s included in the Business plan, plus personal onboarding assistance to ensure a smooth transition for your entire company. A dedicated account manager makes certain that all your individual needs are met, and our internal security department provides a custom security review. Contact us for a tailored pricing offer. If you liked this article, you might also like: Customer Story: World-Class Project Management with MeisterTask Business 6 Simple Tips for Effective Team Management Introducing MeisterTask Business - Focus Introducing Roles and Permissions We’re very proud to introduce MeisterTask Business, a new subscription plan created specifically with the needs of enterprises and large teams in mind. The new tier offers sophisticated roles and permissions management, as well as the ability to create team projects and user groups for easier project sharing!   MeisterTask Business: Features Pricing MeisterTask Business introduces three features that are essential for the team management of large organizations and are not available on any other plan: Roles and permissions: Assign different roles to team members and restrict their ability to modify projects and/or tasks. User groups: Create groups of multiple users within your Business team and share/unshare projects with them at the click of a button. Team projects: Make projects visible to your whole Business team. Team members who want to actively collaborate on these projects, rather than just view them, can join manually. Additionally, the Business plan allows for multiple team administrators, who have full access to the license and user management of the entire team, and comes with 24/7 priority support. Licenses are available for $ 20.75 per user/month (paid annually). Take a look at the short demo video below to see all features in action: Agile Task Management for the Enterprise Get MeisterTask Business $ 20.75 Get MeisterTask Business Lets take a closer look at whats new in MeisterTask Business: Introducing User Groups Creating user groups within your Business team has two big advantages: It enables you to quickly share and unshare projects with multiple people at once. If new employees join your team at a later stage, you don’t need to manually invite them to projects individually. Instead, you can add them to all relevant user groups, and all projects shared with these groups will automatically be shared with the new employee. For example, you could create groups that reflect the departments in your company, called ‘Marketing’, ‘Sales’, ‘Development’ and ‘Management’. Or, if your team members are located in various regional offices, you might want to create a group for each one, called “Vienna team”, “San Francisco team”, and so on. How to Create and Manage User Groups To create and manage user groups, you have to be an administrator of your MeisterTask Business team. To get started, click on your avatar in the upper right corner of MeisterTask’s interface and select My Account from the drop-down menu. On the My Account page, scroll down to the Team section and select Members. In the Members area you can manage your team’s licenses and its members (“users”), as well as create and manage user groups. Click on + ADD GROUP and type in a name for your new group. To fill your new group with members, simply drag them from the members list and drop them onto the group’s name. How to Share Projects with User Groups Click on + New Project in the bottom left corner of your dashboard. In the dialog that opens, you can name your new project, as well as send out invitations to all users you’d like to collaborate with. You can invite people individually by typing in their email addresses, or invite whole groups by typing in the name of the user group. If new employees are added to the group at a later point in time, this project will automatically be shared with them, too! Introducing Team Projects When you create a new project, you can choose between making the project visible only to project members (i.e. users you actively invite) or to your entire Business team. This option is available in the dialog that opens when you create a new project from your dashboard. Note: Because teams may create a large number of team projects, we have made it so team projects don’t automatically appear in everybody’s project list. To view team projects, users have to click on Projects and select Team Projects from the menu. By default, team members can open and view all team projects, but to actively collaborate on a project, they have to join it by clicking on the respective option in the top bar. Introducing Roles and Permissions Roles and permissions enable you to assign different roles to the members of a project, with each role offering a different set of rights. The roles currently available in MeisterTask Business include: Administrator: Has full control over the project. Can change the way sections are set up, can add integrations and section actions, and can modify all other project properties. Member: Can manage tasks in the project (create, modify, assign, complete, archive, trash etc.) but cannot change any project properties. Note that Members can see and modify all tasks, not only the ones assigned to them. Read only: Can open the project and view all tasks individually, but can not edit the project or its contents in any way. Commenter: Can view and comment on tasks, but otherwise not modify them in any way. However, when a Commenter comments on a task, they are automatically added as a Watcher and are subsequently notified of changes made to the task. You can invite users that are not part of your Business Team to projects and assign them a Read only or Commenter role. This is a great way to keep clients and other external stakeholders in the loop about project progress and involve them in task-related discussions, without the risk of them modifying tasks without permission. Note that roles are assigned on a project basis. For example, while the marketing manager in your company may be an Administrator of the marketing project, they may be assigned a ‘View Only’ role in the projects run by the sales department. How to Manage Roles and Permissions To enable roles and permissions for a project, open the project settings and navigate to the Features tab. Scroll through the list until you spot the roles and permissions entry, then flip the switch next to it. Once you’ve enabled the feature, go to the Members tab in the project settings. Next to the project members’ email addresses you can now see their assigned roles. By default, all users who were members of the project before the roles and permissions feature was enabled are now Administrators. To change a role, simply click on it and select a different role from the drop-down menu. Head on over to the website to compare all of MeisterTask’s plans and their features, or sign up to MeisterTask Business straight away! Agile Task Management for the Enterprise Get MeisterTask Business $ 20.75 Get MeisterTask Business Need personal assistance? MeisterTask Enterprise offers everything that’s included in the Business plan, plus personal onboarding assistance to ensure a smooth transition for your entire company. A dedicated account manager makes certain that all your individual needs are met, and our internal security department provides a custom security review. Contact us for a tailored pricing offer. If you liked this article, you might also like: Customer Story: World-Class Project Management with MeisterTask Business 6 Simple Tips for Effective Team Management

Essay on Compare and Contrast of Odysseus and Aeneas

Compare and Contrast of Odysseus and Aeneas Odysseus, the hero in The Odyssey, and Aeneas, the hero in The Aeneid, fought in opposing sides in the Trojan war. Odysseus was the king of Ithaca and was arguably the smartest king and warrior in all of Greece, whereas Aeneas was a warrior from Troy whose destiny was to found the Roman race in Italy. While both men were highly acclaimed by their respective countrymen as heroes, they shared many similarities in respect to their background, their virtue and their struggles. However, amidst these similarities Odysseus and Aeneas were very different in their social status, their innate disposition and in the defining characteristics of their quest. In comparing Odysseus’ and Aeneas’†¦show more content†¦Both men exemplified courage, perseverance and leadership. Odysseus showed his courage through many of his acts when trying to save his men, while Aeneas showed courage when he went head on with Turnus the leader of the Rutuli. Odysseus showed perseverance when he never stopped trying to get home to Ithaca, and Aeneas showed this virtue by never stopping his search for Italy. Lastly, leadership is observed in Odysseus through the respect and dedication paid to Odysseus from his men throughout the long and tedious journey. Aeneas also portrayed leadership in combat, specifically when he led his army into battle against the Rutuli’s and defeated them. Contrasting characteristics of the two warriors are their innate dispositions. Odysseus can be characterized as distracted, intellectual, and self-reliant. In almost every situation Odysseus is put into, he is distracted by either a temptress or a task he must complete. His arrogance and self-confidence constantly got in the way. For example, when Odysseus is trying to save his men from Circe, he allows himself to get distracted by the seduction of Circe. Odysseus is definitely a warrior that is not solely focused on his ultimate goal, and although Odysseus may not be the strongest warrior, he certainly surpasses every other warrior of his time in battle strategy. He uses his intellect to the fullness of his ability andShow MoreRelatedVirgil s The Iliad And The Odyssey1403 Words   |  6 Pagesthe Trojan War. Homer’s Odysseus is returning to Greece and the family he left behind ten years ago. Virgil’s Aeneas, in contrast has been given a direct command by the Go d, Mercury to create a new Empire. Both men set out on their ships, into the Mediterranean Sea, and both encounter mythical creatures along the way. Sirens and harpies respectively curse and unsuccessfully attempt to lure the men off course. Bad weather however is noted to blow both ships off course. Aeneas lands on an island andRead MoreThe Epic Of Epic : An Epic1126 Words   |  5 PagesOdyssey, a play in which the main character, Odysseus, is constantly seen with a desire to return home or portrayed with a longing for more. For instance, when he becomes stuck on Calypso’s island, he longs to return home to his wife. Polyphemos: Polyphemos is a character found in The Odyssey. Known as a man-eating giant with an orb-shaped eye in the center of his forehead, he traps Odysseus in a cave and gradually eats his men, one by one. Odysseus confronts Polyphemos by offering him wine, gettingRead More A Comparison of Leadership Abilities of Odysseus in Odyssey and Aeneas in Aeneid3512 Words   |  15 PagesComparing the Leadership Abilities of Odysseus in Odyssey and Aeneas in Aeneid      Ã‚   These two heroes have embarked from the same destination but on very different journeys. Whilst they are both Iliadic heroes at the start of their stories, they develop and adapt their manner towards the characteristics required of them to succeed. Before we judge them, it is necessary to determine our definition of a successful leader. A hero from the Iliad must be a speaker of words and one who is accomplishedRead MoreAchilles Slaughtered The Great Trojan Hero Essay1271 Words   |  6 PagesTrojan hero, Hector and single-handedly changed the tide of the battle. He was a marvelous Greek hero, but his accomplishments paled in comparison to his friend Odysseus. In addition to accruing glory and fame in the Trojan War, Odysseus went on to write history in an epic journey all across the Mediterranean to return to his family. Odysseus acquired more kleos than any other Greek hero in Homer’s epics. The Greeks considered kleos to be the measure of a man. Unlike modern western civilizationRead MoreAchilles Slaughtered The Greatest Trojan Hero Essay1276 Words   |  6 Pageshero, Hector and singlehandedly changed the tide of the battle. Achilles was a marvelous Greek hero, but his accomplishments were minor compared to his friend Odysseus. He also accrued glory and fame in the Trojan War but in addition went on to write history in an epic journey all across the Mediterranean to get home to his family. Odysseus acquired more kleos than any other Greek hero in Homer’s epics. In the Greek’s eyes, kleos was the measure of a man. Unlike modern western civilization,Read More Compare and Contrast the Divine Machinery of Odyssey and Aeneid3322 Words   |  14 PagesCompare and Contrast the Divine Machinery of the Odyssey and the Aeneid       The Aeneid is a poem of Fate, which acts as an ever-present determinant, and as such Aeneas is entirely in the hands of destiny. The unerring and inexorable passage of fate, assisted by the Gods intervention, is impossible to prevent and its path does create many victims along the way, who are expendable for Rome to be created. In the Aeneid, mortals suffer, no matter what they do or how good a life they lead and theyRead MoreCompare and Contrast the Portrayal of the Gods in Virgils Aeneid and Metamorphoses2692 Words   |  11 PagesCOMPARE AND CONTRAST THE PORTRAYAL OF THE GODS IN VIRGILS AENEID AND OVIDS METAMORPHOSES. There is a significant difference in the treatment of the gods in the Aeneid and the Metamorphoses, even though both authors were writing in the epic tradition. Virgil wrote his Aeneid in the last ten years of his life, between 29BC and 19BC, after the Battle of Actium, in 31BC, which was significant, as it established Octavian as the sole emperor, Augustus, of Rome. The Aeneid is a celebrationRead MoreEssay Biography of T.S. Eliot4139 Words   |  17 Pagesdull. He claims winter â€Å"kept us warm† (line 5), which means the earth had been covered in snow. This increases the reader’s sense of isolation. With snow being reminiscent of Antarctica, one wonders how a snowy blanket can be viewed as warm. Eliot compares the snow to warmth in order to suggest how cold life actually is. Lines 7-17 of part one actually belong to Countess Marie Larisch. â€Å"King Ludwig II of Bavaria drowned in 1886 in mysterious circumstances (Abrams 2370). The king’s second cousin, Marie

The Impact Of Corporate Social Responsibility On Business

In contrast, this research shows that the impact of corporate social responsibility can extend beyond public relations and customer goodwill to influence the way consumers evaluate a company s products. Specifically, this research documents that acts of social goodwill--even when they are unrelated to the company s core business, as in the case of charitable giving--can alter product perceptions, such that products of companies engaged in prosocial activities are perceived as performing better. More important, the data show that inferences drawn from a company s prosocial actions are strong enough to alter the product evaluations even when consumers can directly observe and experience the product. The data further show that this effect is a function of the moral undertone of the company s motivation for engaging in socially responsible behavior and is attenuated when consumers believe that the company s behavior is driven by self-interest rather than by benevolence. By documenting th at social goodwill can benefit consumer perceptions of product performance, these findings show that doing good can indeed translate into doing well. Corporate Social Responsibilities Corporate Social Responsibility (CSR) can be defined as the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time (Carroll and Buchholtz 2003, p. 36). Corporate social responsibility emphasizes obligation and accountability to society. TheShow MoreRelatedThe Social Performance Of Apple Incorporation And The Impact Of Corporate Social Responsibility On The Multinational Business Organization987 Words   |  4 Pagesmost business organizations have adopted various strategies that have enhanced the social performance in the society. Corporate social responsibility plays a fundamental role in improving the relationship between a business and the local community (Taylor, 2010). Social performance of a business can ensure that it builds the good reputation among the customers thus improving the sales of the firm. This paper examines the social performance of Apple incorporation and the impact of corporate socialRead MoreThe Imp act of Corporate Social Responsibility on Business Performance - Malte Kaufmann.Pdf Uploaded Successfully5307 Words   |  22 PagesTHE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY ON BUSINESS PERFORMANCE – CAN IT BE MEASURED, AND IF SO, HOW? The Berlin International Economics Congress 2012, March 7th-10th, 2012 Presented by Dd. Dipl.-Vw. Malte Kaufmann, The Bucharest Academy of Economic Studies malte.kaufmann@immo-kaufmann.de and Prof. Marieta Olaru, Ph. D., The Bucharest Academy of Economic Studies olaru.marieta@gmail.com Abstract This paper examines the question of measurability of the impact of Corporate Social ResponsibilityRead MoreCorporate Social Responsibility ( Csr )1167 Words   |  5 PagesCorporate Social Responsibility Introduction Corporate social responsibility (CSR) is a concept which is also known as corporate citizenship, corporate conscience or in a simple way a responsible business. It is an integrated concept of self-regulatory business model for any organisation. 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While corporate responsibility is important, it is always viewed through the fiscal viability dimension of the maelstrom. The business case dominates the representation and operationalization of corporate responsibility. Due to the increased public sensitivity to corporate responsibility, the attitude has evolved from the unnecessary intrusion, throughRead MoreCorporate Social Responsibility Definition1011 Words   |  5 PagesThis research study is about what the Corporate Social Responsibility (CSR) is, how people define and how I understand this term? According to my research and observations, CSR does not have only one and constant definition. I have read a lot of definitions of CSR and in fact, they are similar but not the same. Briefly, definition and understanding of CSR depends on person to person. Thus, I am going to talk about definitions of the CSR and I will define my own perspective about the CSR. Read MoreCorporate Social Responsibility ( Csr )1167 Words   |  5 PagesCorporate Social Responsibility Introduction Corporate social responsibility (CSR) is a concept which is also known as corporate citizenship, corporate conscience or in a simple way a responsible business. It is an integrated concept of self-regulatory business model for any organisation. Corporate Social Responsibility has been in practice for more than fifty years now, which has been adopted not only by domestic companies but also by transnational company with voluntary CSR initiativesRead MorePersonal Motives For Corporate Social Responsibility933 Words   |  4 Pagesfor Corporate Social Responsibility (Graafland, J. Mazereeuw-Van der Duijn Schouten, C. 2012) analyze the motivations of directors to take responsibility for the labor, environmental and social aspects in business. It distinguishes the Corporate Social Responsibility (CSR) by conducting a survey consisting of a sample of 473 executives. 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Today, many organizations have realized the importance of corporate social responsibility (CSR) in response to consumers and stakeholders becoming more mindful of social issues. Corporate social responsibility has continued to change and grow. It can be difficult to define CSR because it takes on a variety of social, economic, political and environmental formats depending on the business. Corporate social

Management 3a Free Essays

string(62) " some matter that is of concern to you email odlsupport@oval\." Oval International Computer Education Academic Handbook Open Distance Learning Semester 1 Semester 2 Diploma in Management Year 3 2013 Streams : Marketing Human Resources Finance 1 TABLE OF CONTENTS TOPIC 1. WELCOME 2. STUDENT SUPPORT 3. We will write a custom essay sample on Management 3a or any similar topic only for you Order Now WORKSHOP 4. ASSESSMENT 5. ASSIGNMENT 6. EXAMINATION 7. FINANCE 8. REGISTRATION 9. GENERAL PAGE NUMBER 3-7 8-12 13-15 16 17-34 35-37 38-39 40 41-42 2 1. WELCOME Dear Learner Welcome to Oval International Computer College. We would like to thank you for having selected us as your institution of choice and assure you that we will do our best to support you in all your academic endeavors to ensure you attain success and progress in your chosen career. The Programme you have chosen is accredited by the Council on Higher Education (CHE) and registered with the South African Qualifications Authority (SAQA) and the Department of Higher Education Training (DHET). FACULTY OF COMMERCE AND MANAGEMENT PROGRAM OFFERING NO 1 2 3 4 PROGRAMME Certificate in Computers and Management (IT,TT,HR MKT) Diploma In Management Diploma in Public Relations Bachelor of Commerce Degree NQF 5 6 6 7 SAQA ID NUMBER 24345 49991 49992 PURPOSE OF THIS ACADEMIC HANDBOOK This handbook aims to serve several purposes. It enables you as the learner to progress comfortably through the syllabus required to study and attain success in the subjects that comprise the learning programme. Presented to you is the following information: 1. An outline of the objectives of the Programme. 2. An academic structure reflecting the subjects comprising the programme. 3. A syllabus coverage per module to advise your planning and aid your progress. 4. Assignments for each module. 5. Examination Guidelines. ARTICULATION Upon successful completion of the programme, learners can articulate to the Diploma in Management or to the Diploma in Information Technology: Business Information Systems 3 DIPLOMA IN MANAGEMENT NQF : 6 HIGHLIGHTS OF THE PROGRAMME TOTAL CREDITS : 364 SAQA ID No : 49991 SPECIALISATION STREAMS: Marketing Management Human Resource Management Finance Management PURPOSE OF THE PROGRAMME The Diploma in Management has been designed for the learners who are considering a career in any area of management or planning to develop their own business. The programme gives a solid grounding in the fundamental fields of business and management, and provides management knowledge through a mix of core and elective modules. The programme aims at developing the skills to apply the knowledge to the analysis and solution of management problems. As a life-long learner, these skills will enhance your ability to take on new knowledge in your current and any other field of study. We hope that you enjoy the many opportunities that the programme will offer you and wish you every success in your current studies. OVERALL PROGRAMME OBJECTIVES The overall objective of the programme is to carefully integrate the cycle of learning and take you through different phases from laying foundations to application and integration. The programme will facilitate you to understand the interactions between the various functional areas of a business system and thereby appreciate the need for developing cross-functional perspectives in business. The knowledge imparted through the programme will help you to address management related issues in your organisations and arrive at value-enhancing decisions. 4 CHOOSE ONE OF THE THIRD YEAR OPTIONS BELOW AS PER YOUR SELECTED MAJOR SUBECT ACADEMIC STRUCTURE : MARKETING MANAGEMENT STREAM LEVEL 3 MIS CODE MAN301A MAN302B MKT301A MKT302B TQMN302 ECOM301 SBMN301 BPRJ302 SUBJECT Management 3A Management 3B Marketing Management 3A Marketing Management 3B Total Quality Management E-Commerce Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Strategic Marketing Strategic Marketing Total Quality Management E-Commerce Small Business Management Business Project CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 ACADEMIC STRUCTURE : HUMAN RESOURCE MANAGEMENT STREAM LEVEL 3 SUBJECT Management 3A Management 3B Human Resource Management 3A Human Resource Management 3B Total Quality Management E-Commerce Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Training and Development Industrial Relations Total Quality Management E-Commerce Small Business Management Business Project MIS CODE MAN301A MAN302B HRM301A HRM302B TQMN302 ECOM301 SBMN301 BPRJ302 CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 5 ACADEMIC STRUCTURE : FINANCE MANAGEMENT STREAM LEVEL 3 SUBJECT Management 3A Management 3B Finance Management 3A Finance Management 3B Total Quality Management E-Commerce Fundamentals Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Financial Management III Economic Environment of Business Total Quality Management E-Commerce Fundamentals Small Business Management Business Project MIS CODE MAN301A MAN302B FIN301A FIN302B TQMN302 ECOM301 SBMN301 BPRJ302 CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 6 OPEN DISTANCE LEARNING FLOW CHART FOR THE SEMESTER STEP 1: REGISTRATION 1. Complete an application form 2. You will receive an acceptance letter 3. Pay registration fee and deposit 4. You will receive all study material REMEMBER: Pay fees according to your payment plan STEP 2: REVIEW STUDY MATERIALS 5. Read your academic handbook and understand all processes 6. Study your assignment questions, textbooks slm STEP 3: WORKSHOPS 7. Attend the scheduled workshop STEP 4: ASSIGNEMENT 8. Complete your assignments and submit for assessment. One assignment for every module registered STEP 5: EXAMINATION 9. Write examination according to the timetable 10. Receive your examination results 7 2. STUDENT SUPPORT 2. 1. Introduction In order to ensure you attain success, you are advised to:Have a good knowledge of the prescribed textbooks for your modules Plan a study timetable around the syllabus outlined for you in the Student Handbook. Be strict in adhering to this timetable and studying your syllabus thoroughly Refer to the extra reading material suggested Do as much research as possible to apply to your assignments. Complete your assignments diligently and submit on time Attend workshops for the Academic Year. Contact your Student Support services whenever you want to query some matter that is of concern to you email odlsupport@oval. You read "Management 3a" in category "Papers" co. za 2. 2. First Line Support -Center/Campus Managers -Center /Campus Administrator -Head Office Staff 2. 3 Academic Support -Tutor support We have full time and part time academics nationally and internationally who are appointed to provide the highest standard of service (academic, research, facilitation etc) Some of them are mandated to: 1. Facilitate workshop, telephonic support, email support, contact supported -Program co-coordinators We have national program coordinators for each our faculty; they are responsible for highest quality and standard in their respected faculties The Co-ordinator is also responsible for student support (email is the preferred communication method) The contact details for the co-ordinators will be found within this book. Library service We have a physical library dedicated to Oval students at the Durban campus; Oval has also provided many public libraries with textbooks and self learning material which could be accessed by Oval students (You may check if your local library has been stocked with Oval Textbook and Self Learning Materials odlsupport@oval. co. za ) -General Handbook The general handbook is available on the Oval website or a hard copy is issued to student by request This handbook contains rules and regulations that Oval International practices. The onus is on the students to ensure that they read the general handbook. 8 – Unique Services Registered Oval International students will receive a user name and password which will allow them access onto the OVAL INFINITI PLACE or LEARNER MANAGEMENT SYSTEM (LMS). Once a student logs onto the LMS, various services will be available to the student. S. No. 1 Learning Resource SLM (Student Learning Material) Features Learner friendly tutorial-inprint Self instructional, self motivating self stimulating Core learning material hat drives all other learning activities Researched and developed strictly as per the accredited curricula Subject specific repositories of knowledge Exhaustive collection of the subject related information Produced according to the demands of educational institutions Make an easy and interesting read Designed to aid and reinforce the learning from SLM Interactive, easy to understand and engaging for learners Contain concise and bulleted information Illustr ative in nature; inclusive of diagrams, tables, drawings, photos etc. Extensive collection of subject specific books Housed with books written by internationally reputed authors Repository of excellent visual resources Enriches the knowledge base on and beyond the curricula Comprehensive collection of academic instructions on significant topics and burning issues Hosts international experts as speakers on related issues 9 Learner Activity Understand Learning Objectives Combine the knowledge provided and own experience Analyse cases and solve problems Take self performance feedback by answering review questions Note relevant doubts Textbooks 3 E-Lectures 4 E-Library Read in accordance with the syllabus Pay special attention to the illustrative examples, case studies, figures, etc. Solve examples, review questions and any other exercise given Revise the content read Reread the difficult topics Understand the learning objectives Be self directed Note all important bulleted information Solve exercises given at the end Revise the topic Revisit the difficult topics to reinforce learning outcomes Visit the library as often as possible Make comprehensive study of the books osted Try to read beyond the curricula Note all information that might be useful for further reference Attend the seminars as often as possible Listen carefully Go through the presentations used by the speakers Read the speaker transcript 5 E-Seminar 6 Breakthrough Magazine 7 Online Assessment Topics chosen are of global relevance and importance Includes presentations and transcripts by the speakers Online magazine published monthly Forwarded to managers across African Continent Targets Government Departments, Academia and Business. Contributors include foremost academicians from leading universities in India and Africa Measures how much has been understood after going through all learning resources Shows you where you need to emphasize Ensures that you have learned and understood the subject Provides to check your skills in complete privacy as and when required Note all information that might be useful for further reference Read the magazine to be updated on relevant issues Learn by hands on experience of others Understand what is happening in your as well as related industry/ industries Note all information that might be useful for further reference Take 3 random quizzes from an exhaustive pool of multiple choice questions Gauge your performance in the tests Revise in the other learning resources, the topics you did not perform well in OVAL INFINITI PLACE Oval’s Infiniti Place (A virtual Online Portal) is your ticket to experience the classroom of tomorrow. So what is INFINITI PLACE? A web based classroom accessible from anywhere unlocking infinite possibilities for all South Africans. Infiniti Place is an education portal designed to be populated with hundreds of academic textbooks and reference material for online studies and resembles the services of a traditional classroom that could be accessible from anywhere, anytime for study purposes. Learners accessing the portal will have access to a host of E-services including e-books, e-lectures, e-seminars, evideos, breakthrough magazines and online dictionaries. Have you ever wondered what it would be like to take your lecturer back home each day? Well, look no further, our e-solution allows you access to your lectures and academic content, Anywhere, Anytime†¦Ã¢â‚¬ ¦. Our ground breaking solution has been developed to answer the problem areas experienced by many learners in South Africa. Having analyzed and studied student trends we have realized a major gap exists when it’s comes to competency and efficiency of students. Our e-solution has been pioneered to address these challenges enabling students to cope more efficiently with their academic curriculum and thereby enhancing their chances of excelling in their tests and examinations. Furthermore, our mission is inkeeping with Governments vision to educate the masses in rural areas thereby removing the digital divide that is prevalent in South Africa today. Up and until the recent past internet connectivity was accessible only to a privileged few. However with diminishing bandwidth costs and supplier competition the cost of bandwidth has reduced substantially and has served as a cost effective enabler to our virtual solution. Exciting times lie ahead for students and I humbly request that you familiarize yourself with Oval’s online portal. Academic content will be populated (phased-in) onto the portal as we move into semester 2. Should you require any assistance kindly direct an email to portalqueries@oval. co. za or telephone our ICT help-desk on 031 3056192. 10 1. How do I access the online system? Go to www. oval. co. za or www. myovalportal. com/dev Enter in your Username and Password that has been smsed or emailed to you. 2. I have logged onto the e-platform and discover that I am registered for the wrong modules. What should I do? Download a query form from the Oval website (www. oval. co. a) – Click on the Downloads section. This query form should then be forwarded to the MIS department via email (portalqueries@oval. co. za ) or fax (031 3062150) to the attention of the MIS Manager. Alternatively students may contact the MIS department directly on 031 3056192 3. I have paid my fees but the incorrect amount is being reflected on my student account. What should I do? Contact the Admin Department situated at the Durban Campus. Contact mode students are kindly requested to telephone 031 3053072. For ODL related queries kindly telephone 031 3056192 FEATURES IN THE ONLINE SYSTEM Features Profile Fee Description Biodata of students as completed in his/her application form is accessible via the Profile feature. Should any data be found to be incorrect, students have the option of updating their profile. Students are able to access amounts owing to the institution via this feature. An online payment gateway will also be shortly integrated into the system whereby students could pay their fees owing to the institution electronically. The Life-blood of Oval’s E-platform is contained in its â€Å"Study room† feature. This electronic environment brings together a myriad of e-services such as e-books, e-lectures, e-dictionaries, online assessments, e-guidance e-learning pages that aims at transforming your educational experience with the institution. Students can save notes, add discussion topics, as well as view reference material via the Study room. This feature enables students to electronically view and submit their assignments on a per module basis. Via this feature learners can search for articles and information on any imaginable topic. Students around the country as well as the globe now have access to a Live Chat-room whereby they could discuss areas of difficulty, brainstorm and share ideas relating to their studies. Students can email and chat to faculty staff members via the Studyroom feature. Students will have access to all of their academic resources via this link (Past year papers, Powerpoint Presentations, Learning Content) Studyroom Assignment Knowledge Base Live Chat-room Email Chat (Faculty) Academic Resources 11 Photo Album Time Table Noticeboard Holidays Helpful Links Notice (Inbox) Change Password Campus events are captured and uploaded for our students viewing pleasure on a daily basis. View this space to gain a sense of student-Oval Life, which is a culmination of the various cultures, human values and creed in society. Access to exam and class timetables. Notices pertaining to DP tests, Campus Closure, Campus events, etc are put up on a daily basis for students to take heed off. Displays National Holidays as approved by the South African Government. Provides access to study techniques skills, Child-line, SANCA etc From time to time students will receive notices from their faculty via the Notice feature which is situated the main menu panel on the top of the screen. Students can change their passwords at anytime via the Change Password feature. Students are hereby cautioned that their passwords should not be divulged to other students etc Note: E-Services are in different stages of development . Remember the service mentioned above is unique and one of its kinds in South Africa and the Africa Continent has whole. 12 3. WORKSHOPS 3. Introduction One Workshop, per Semester is scheduled at our designated venues. Workshops have been carefully structured to provide summative tuition by the module co-coordinators in each module you are studying as well as providing clear guidelines on examination preparation and answering techniques. The workshops provide an ideal platform for students to address academic queries. 3. 2 Workshop Venues Dates 1ST SEMESTER WORKSHOP (LECTURES) DATE ND RD CENTER OR CAMPUS REGISTERED STUDENTS 1. DURBAN CAMPUS, 2. KWA-MASHU CENTER 3. PHOENIX CENTER 4. MALANGENI CENTER 5. PIETERMARITZBURG , 6. IMPENDLE CENTER 7. POMEROY CENTER 8. JOZINI CENTER 9. LADYSMITH CENTER 10. ST. CHADS CENTER 11. WATERSMEET CENTER 12. IMBAZANE CENTER 13. ALL OTHER CENTERS 1. JOHANNESBURG (BRAAMFONTEIN) WORKSHOP VENUE DURBAN CAMPUS – 27/31 Joe Slovo Street (Field Street) OVAL BUILDING CONTACT NO 031 -3056192 3 YEAR STUDENTS 13 14 April 2013 ST ALL 1 YEAR STUDENTS 16 17 March 2013 ALL 2 ALL 2 3 YEAR STUDENTS 13 14 April 2013 ST ALL 1 YEAR STUDENTS 16 17 March 2013 ND RD JHB CAMPUS – 43 Biccard Street,Braamfortein OVAL BUILDING 011-4031151 ALL 2 3 YEAR STUDENTS 13 14 April 2013 ST ALL 1 YEAR STUDENTS 16 17 March 2013 ND RD 1. CAPE TOWN CAPE TOWN CAMPUS71 Burg Street OVAL BUILDING 021-4265135 13 2ND SEMESTER WORKSHOP (LECTURES) WORKSHOP VENUE DURBAN CAMPUS – 27/31 Joe Slovo Street (Field Street) OVAL BUILDING CONTACT NO 031 -3056192 DATE ALL 2 3 YEAR STUDENTS 14 15 September 2013 ST ALL 1 YEAR STUDENTS 7 8 September 2013 ND RD CENTER OR CAMPUS REGISTERED STUDENTS 1. DURBAN CAMPUS, 2. KWA-MASHU CENTER 3. PHOENIX CENTER 4. MALANGENI CENTER 5. PIETERMARITZBURG , 6. IMPENDLE CENTER 7. POMEROY CENTER 8. JOZINI CENTER 9. LADYSMITH CENTER 10. ST. CHADS CENTER 11. WATERSMEET CENTER 12. IMBAZANE CENTER 13. ALL OTHER CENTERS 1. JOHANNESBURG (BRAAMFONTEIN) ALL 2 3 YEAR STUDENTS 14 15 September 2013 ST ALL 1 YEAR STUDENTS 7 8 September 2013 ND RD JHB CAMPUS – 43 Biccard Street,Braamfortein OVAL BUILDING 011-4031151 ALL 2 3 YEAR STUDENTS 14 15 September 2013 ST ALL 1 YEAR STUDENTS 7 8 September 2013 ND RD 1. CAPE TOWN CAPE TOWN CAMPUS71 Burg Street OVAL BUILDING 021-4265135 14 3. 3 Workshop Program Workshop timetables/programs will be available three weeks prior to the workshop scheduled date. Students will receive notification by email, text message etc. Remember the onus is upon the student to query with Oval International if communication is not received. On the days of the workshop designated Oval support staff will assist you to understand the timetable/schedule, and direct you to your class and assist with all your administration queries. 3. 4 Information for the workshop -Please read relevant study material before the workshop to enhance your participation in the lectures -Student should come prepare with questions that they find challenging -Workshop programs are provisional and are subjected to change -Lectures may be cancelled on he day due unforeseen circumstances -Students will be provided with short surveys to complete (how to improve the workshop etc) -Every student must sign the register of attendance -You are required to carry you own writing material -If you don’t attend the workshop, the discussion in the workshop is not documented hence we will not be able to provide you with notes Note: It is not compulsory for students to attend the workshop, but Oval encourages all students to attend. 15 4. ASSESSMENT 4. Introduction Open Distance Learning (ODL) students are assessed in two ways for the program, namely assignments and examinations 4. 2 Breakdown of Assessment -You are required to achieve an overall final mark of at least 50% in order to pass a module The final marks are calculated as follows: 40% Assignment Mark + 60% examination Mark =100% Final Mark Calculations Example: Student Mary receives Assignment 40% of 65 marks =26 marks Examination 60% of 60 marks =36 marks Total =62 marks The results are evaluated as follows: 0%-24% 25%-49% 50%-74% 75%-100% Failed Supplementary Passed Passed with Distinction . 3 Plagiarism Plagiarism, cheating and fabrication of information is an offence (example: copying information from the website without referencing the source is plagiarism). Research material for assignments, case studies and seminars must be acknowledged . In other words, in-text re ferencing is required to prevent plagiarism. Oval International Academic Board will investigate each case. 16 5. ASSIGNMENT 5. 1 Introduction You are required to submit 1 Assignment per module per Semester. The assignment questions will be provided to you. The assignment marks will count toward your final mark for the Semester. The assignments constitute 40% of your final Semester mark. The final Semester Exam mark constitutes 60% towards your final Semester mark. Please ensure that, before you submit your individual assignments, you complete the requisite â€Å"Assignment Cover Sheet† (see later) to ensure that it reaches the correct assessor. (A) Faculty of Commerce and Management 1. Public Relation 2. Certificate in Computers and Management (HRMKT) 3. Diploma in Management (HR, FIN MKT) 4. Bachelor’s Degree in Management (HR, FIN MKT) (B) Faculty of Science and Technology 1. Certificate in Computer and Management (IT) 2. Diploma in Information Technology 3. Bachelor’s degree Science (Information Technology) (c) Faculty of Hospitality and Tourism 1. Certificate in Computer and Management (TT) 2. Diploma in Travel and Tourism 3. Bachelor’s degree in Travel and Tourism 5. 2 Submission The preferred method of submission is email; Assignments can be submitted through the following methods 5. 2. Electronically by Email Students registered in the following facilities must submit their assignment through the applicable email address below: FACULTY 1. COMMERCE AND MANAGEMENT 2. SCIENCE AND TECHNOLOGY 3. HOSPITALITY AND TOURISM ASSIGNMENT EMAIL ADDRESS commerceassignments@oval. co. za itassignments@oval. co. za ttassignments@oval. co. za Acknowledgement of receipt of assignment: Email submission of assignment will be confirmed within 3 to 5 working days. If you don’t receive a confirmation by email, kindly contact Oval Head Office. 17 . 2. 2 Hand delivers your assignment to the nearest center/campus You may hand in your assignments to an Oval administrator. Head Office: OVAL INTERNATIONAL 31 JOE SLOVO (FIELD) STREETS, DURBAN 4001 OR Acknowledgement of receipt of assignment: To any of our Oval centers nearest you where you must ensure you sign the assignment register 5. 2. 3 Postal System You may post you assignment to: Head Office : OPEN DISTANCE LEARNING MANAGER P. O. Box 2671 UMHLANGA ROCKS 4320 Acknowledgement of receipt of assignment: We don’t confirm this method 5. 2. Courier Services Deliver Head Office : 31 JOE SLOVO (FIELD) STREETS, DURBAN 4001 Acknowledgement of receipt of assignment: We don’t confirm this method Faxed assignments will not be accepted. NOTE: Whichever method of submission you prefer, ensure that your assignment is received by OVAL on the due date. 5. 3 Number of copies You are required to submit only ONE copy of your assignment. 5. 4 Release of assignment results Assignment marks will be released to student 30 working days after due date Marked assignment can be collected at your nearest center/campus 35 working days after submission 5. Extension for submission of assignments An extension for submission of assignment will only be granted in exceptional circumstances/cases Extension will not be considered for the following reasons: -Work commitments -Unwell for a short period -Computer issues 18 -Email not functioning 5. 6 Late submission In case of an extension being requested the student is required to: 1. Contact OVAL international Head office one week before the due date and inform the Manager of this request for extension, with reasons. 2. Provide evidence warranting the extension when submitting the assignment late. 3. Only students who have been granted an extension for an assignment will not be penalized by having their mark capped (minus marks). 4. Capping of late assignments, minus 10% per day after due date AND thereafter 5. 7 Remarking of assignments Remarking of assignment will only be considered within 3 days after the marked assignment are available at your campus or center A fee of R200. 00 per assignment will be charged for the re-mark. In the event of a discrepancy between the original mark and the remark the higher mark will be considered Application for remark form must be completed and forward to odlsupport@oval. co. za 5. Assignment due date 1st semester due date 2nd semester due date : 15 April 2013 : 25 September 2013 5. 9 General assignment guide lines The information for the preparation of the ODL Assignments and individual topic is covered in the Academic Handbook. This document is designed to assist in the preparation for the conceptualizing, researching and writing of Assignm ents. 19 5. 10 How to approach an Assignment: pre assignment information What is an assignment? An assignment is a written test that gauges your ability to conduct Research, collect and collate information, and argue your case in coherent and explicable terms. Firstly, a Research Design is made to set out how you are going to approach your assignment. The way to make out such a design is to brainstorm the topic of your assignment and then arrange those ideas into a coherent order in terms of how you think the assignment will unravel. Underline key elements of the assignment topic. This first step depends on the depth to which you would like to probe the subject. It would be best to treat an assignment as a serious reflection of your ability to probe a subject. Your Research Design is a good indicator of the strategy you are going to expiate on your subject. Secondly, collecting and collating information is crucial. The Internet simplifies your task since it should contain practically all that is necessary for your assignment. If it does not, it should still contain references where you can locate the desired information. Use additional sources of reference eg, textbooks, journals periodicals, newspapers etc How would you collect and store the information? You need a system of storage where you can recall all that you have collected. The way to do this is to have a meticulous index of the materials collected and stored for instant recall. This point must be scrupulously adhered to, otherwise your material collection and collation would result in a mess from which you would not be able to extract what you readily need. Set yourself flexible time schedules to accomplish each task. Your Research Design should take a certain allotted time, your data collection (including reading or surfing the internet) should likewise take a certain time and your collation (which can be done simultaneously with the collection) should also have a definite time slot. Remember your indexing system is the key to the material you collected, and it must be meticulously made. It is the key to your system since it informs you where you can find the material that you have had to collect Set aside time to scrutinize you index and your material. Argue in a style and pattern that your reader can follow with ease. Maintain subject heading to guide you along. Be clear concise and lucid. Always have a dictionary at your side to look into the meaning of words and a Thesaurus to look for alternative words that can improve the explanation of your ideas. Try to always use a computer word processing package to look for antonyms and synonyms. Once you have crafted a working draft of your assignment you have completed 75% of your task. The rest follows as a matter of course Proof read your final draft a few times and makes notes on the draft. Make sure that your assignment conforms to the required template namely Typed cover page Contents Page Introduction Body (comprising headings and sub-headings Conclusion Bibliography And that the font size should be Arial 12. Use one line spacing This will assist when you prepare the final write up. 20 5. 11 ASSIGNMENT QUESTIONS (DUE DATE) SEMESTER 1(All 1st semester assignments are due on the 15 April 2013) OUTLINE OF MODULES AND ASSIGNMENT TOPICS MANAGEMENT 3A – STRATEGIC MANAGEMENT (MAN301A) Markets differ in a variety of ways including the degree of concentration and competitiveness, a fact which is reflected in the concept of ‘market structure’. Economists’ models link the structural characteristics of a market to the behaviour of firms in that market and subsequently to their performance. A key question therefore is how far a firm’s strategic decisions are shaped by the structure of the market in which it operates. ASSIGNMENT : You are required to undertake a detailed examination of 1. The changing nature of the long-haul transatlantic airline market. The market you are required to investigate comprises only the international passenger market (i. e. Excluding the movement of goods by air) 2. The existing market structure (25) (25) 3. Examine the changing external environment and consider the emerging strategy of the airline operators in this sector by making an intensive pestel analysis (50) You are required to do intensive research about Questions 1-4 Assignment guidelines Your assignment should include a Table of Contents page. YOUR ASSIGNMENTS MUST INCLUDE: Typed cover page Table of Contents Introduction Body Conclusion References Font size not larger than Arial 12 Spacing: 1? lines Your answers must include any theories, charts, tables or exhibits necessary to support your analysis and recommendations. – References – At least 5 sources of reference must be included in your bibliography. 21 MARKETING MANAGEMENT 3A – STRATEGIC MARKETING 3A (MKT301A) The module offers learners the knowledge to develop and plan marketing strategies, using Various tools and methods. Topics covered Definitions and concepts Marketing components Marketing concept Value chain and benchmarking Environmental analysis An overview of strategic planning Mission and vision BCG growth share matrix Pricing strategies Marketing strategy Segmentation Assignment Question 1 1. 1 Explain the product/market growth matrix. (also provide a diagram) 1. . Identify and discuss ten (10) pricing strategies. Question 2 2. 1 E marketing plays a major role in business. Formulate an E marketing strategy for a retail company 2. 2 Discuss three (3) levels at which differentiated marketing can operate. 2. 3 Outline five (5) benefits of segmentation. Instructions Your assignment must be at least 5 typed pages in length and include: A cover page Contents page Introduction Body Conclusion References Font size not larg er than 12 [50 marks] (20) (30) [50marks] (20) (20) (10) HUMAN RESOURCE MANAGEMENT 3A – TRAINING AND DEVELOPMENT (HRM301A) It will equip the leaner with the knowledge and skills to; successfully plan and implement Training and development strategies, understand the process which will enable them to better formulate strategies that appeal specifically to that group, understand the importance of the human resource manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. 22 Learning Outcomes Understand the concept of training and development Analyse the need for training Assess training needs Understand the methods and techniques of training Describe management development Identify types of learning Describe the characteristics of learning organisations Analysis of performance appraisal Promotions, Transfers, Demotion Topics covered: Organizational training : an overview Concept of Training and development Assessment of training needs Concept of training needs assessment Lectures Commence Methods and techniques of training On the job training Management development Concept of development Methods of management Decision making skills Interpersonal skills Introduction to learning Characteristics of learning organisations Performance appraisal Features and objectives of appraisal Methods of performance appraisal Traditional and modern methods Promotions,Transfers,Demotions Internal mobility Transfers, Promotion and demotion ASSIGNMENT 1 Question 1: (100 mar ks) (50) Topic: A Performance appraisal is said to be an excellent evaluation tool. ? Research and present information on the following: ? Features of performance appraisal ? Objectives of performance appraisal ? The performance appraisal process ? Methods of performance appraisal Your topic should include recommendations and the basis of conclusion for your topic. Question 2: (24) Critically analyse the three basic techniques of training and use some schematic representation to illustrate your points. 2. 1 On the job training 2. 2 Of the job methods 2. 3 Training techniques (8) (8) (8) 23 Question 3: 3. 1 Explain the criteria which can be used in choosing an organizational training and development strategy. 3. 2 Briefly explain the key assumptions of strategic human resources development. (26) (13) (13) FINANCIAL MANAGEMENT – FINANCIAL MANAGEMENT (FIN301A) This module will equip the leaner with the knowledge and skills to; successfully plan and conduct financial information and financial strategies, understand the process which will enable them to better formulate decisions that appeal specifically to that business understand the importance of the financial manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. Learning Outcomes Understand the financial management process – review. Analyse the nature of financial management Framework for financial management Mergers and acquisitions Distinguish between the types of leases Dividends International financial management Cost of debt Sources of finance TOPIC TO BE COVERED Review of financial management 2 Working capital management Concepts of working capital management Cash Management Capital Structures Nature of cash Motives for holding cash Receivables management Inventory management Components of inventory, Motives of inventory Objectives] Sources of working capital, Financing of variable working capital, long term working capital, Sources of working capital ASSIGNMENT 1 Question 1 1. 1 State and discuss three (3) types of mergers 1. 2 Mergers may occur due to several factors. Identify and describe eight (8) reasons for mergers. 1. 3 State ways in which a firm can expand its operations. 100 MARKS] (50 marks) 24 Question 2 (50 marks) 2. 1 Some of the assumptions that underlie a model developed by Markowitz and Sh arpe are elements of modern portfolio theory. Critically analyze this statement. 2. 2 Identify and explain the fundamental objective of the financial manager as well as his subsidiary objectives. 2. 3 Discuss the concept of the Agency Theory. Your assignments must include: Typed cover page References Font size not larger than Arial 12 SMALL BUSINESS MANAGEMENT (SBMN301) The module will equip the learner with the following: entrepreneurship skills so that they can manage their own businesses and function effectively within its structure. Learning Outcomes Describe what makes a successful entrepreneur, and see if you have those characteristics Describe where small business fits into the business environment Identify small business opportunities and assess their viability Draw up a business plan Understand the procedure s and implications of establishing your own business Setting up a business Topics Covered: What is an entrepreneur, differences between an entrepreneur , small business manager Key success factors of entrepreneur Functional management skills and external factors Production factors Lectures commence Sectors in which small business can be involved Objectives of entrepreneurs, formal and informal enterprises Advantages and disadvantages of the forms Of enterprises From small business perspective. Stages of setting up a business, Business options Developing ideas and assess their feasibility, Needs and haracteristics of consumers Lectures commence Cultivation a creative attitude towards business idea Approa ches to generating business idea. Difference between a feasibility study and a viability study , Mission and objectives of for an enterprise Expected market share, market segments, Calculating the income, expenses and net Profit, Setting a selling price, Contents of a business plan, 25 ASSIGNMENT [100 MARKS] Critically discuss the forms of ownership and their relevance in today’s business operations. Your discussion should include some recommendations as a way forward taking into consideration the government legislation on business options in South Africa. YOUR ASSIGNMENT MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: Typed cover page contents page introduction Body conclusion References font size not larger than Arial 12 E-COMMERCE FUNDAMENTALS – ECOM301 Topics Covered: What is E-Commerce E-Commerce Transactions Electronic Commerce and Framework Electronic Commerce Media Convergence E-Commerce in South Africa ( Students to Research) Anatomy of E-Commerce Applications Components of I-Way Global Information Distribution Networking Public Policy issues shaping I-Way Electronic Commerce and World Wide Web What are the E-Commerce Application Services The advantages and disadvantages of E-Commerce Technology behind the Web The E-Commerce Process Merchant’s Perspective Customers Perspective Issues in Customer Care and Services How E. Commerce transaction Takes place Electronic Data Interchange Factors of Electronic Payment Systems Electronic Payment Systems Steps and Benefits Market players in E-Commerce E- Commerce Business models 26 Benefits of Automation Framework of Computing (Devices used) ASSIGNMENT 1 1. 2. 3. 4. (100 marks) (30) (30) (20) (20) In a short essay, discuss the overview of E-Commerce in South Africa Discuss the issues in Customer Care and services of E-Commerce Discuss the attractions and detractions of the use of E-Commerce Discuss the Electronic Data Interchange (EDI) transaction steps in E-Commerce Your assignment must include: – Title page – Contents page – Introduction – Literature – Conclusion – 5 References – Font size – Arial 12 27 SEMESTER 2 (All 2nd semester assignments are due on the 25 September 2013) OUTLINE OF MODULES AND ASSIGNMENT TOPICS MANAGEMENT 3B – STRATEGIC MANAGEMENT 302 (MAN302B) [100 marks] Markets differ in a variety of ways including the degree of concentration and competitiveness, a fact which is reflected in the concept of ‘market structure’. Economists’ models link the structural characteristics of a market to the behaviour of firms in that market and subsequently to their performance. A key question therefore is how far a firm’s strategic decisions are shaped by the structure of the market in which it operates. ASSIGNMENT [100 Marks] QUESTION 1 A vertical integration strategy has appeal only if it significantly strengthens a firm’s competitive position. Describe the above statement with regards to: 1. 1 1. 2 1. 3. 1. 4 Integrating Backward to Achieve Greater Competitiveness Integrating Forward to Enhance Competitiveness The Pros and Cons of a Vertical Integration Strategy Outsourcing Strategies: Narrowing the Boundaries of the Business (When Outsourcing Strategies are Advantageous) (15) (15) (15) (20) QUESTION 2 Identify and discuss in detail three strategic vision and mission statements of three prominent companies worldwide accordingly. Explain the extent that these companies have achieved their respective mission and vision PN the companies you have identified can be located in any industry of your choice (35) MARKETING 3B – STRATEGIC MARKETING (MKT302B) The purpose of this module is to equip the learner with the knowledge and skills to; successfully understand and implement marketing strategies with the aid of research, analyse the process which will enable them to better formulate strategies that appeal specifically to that market, understand the importance of the marketing manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. LEARNING OUTCOMES: On completion of this module, learners should have a basic / fundamental practical and theoretical knowledge of: The value and nature of strategic management. An overview of strategic management. Strategic Planning. Strategic Implementation. Strategy Control 28 Core competence Competitive advantage Developing alternative strategies Strategy formulation Types of strategy Strategy implementation TOPICS COVERED Consumer decision process New product development Product life cycle Product mix Branding Packaging Positioning Concept of unique positioning Types of positioning Repositioning ASSIGNMENT TOPIC: SEGMENTING AND TARGETING [100Marks] 1. Identify and discuss the benefits of segmentation 2. Describe the factors affecting the feasibility of segmentation 3. There are a wide variety of variables than can be used to segment the consumer market. Discuss four variables. 4. Benefits sought by consumers are more likely to determine purchase behavior. Formulate a benefit segmentation table of Colgate toothpaste. 5. Outline and describe the eight stages of the segmentation, targeting and positioning process. (5Ãâ€"20 marks ) YOUR ASSIGNMENT MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: Typed cover page contents page introduction Body conclusion References font size not larger than Arial 12 29 HUMAN RESOURCE MANAGEMENT 3B – INDUSTRIAL RELATIONS (HRM302B) The purpose of this module is to give learners a thorough understanding of Labour relations required to enter the business/employment world. Learning Outcomes The course will provide an in-depth insight into the nature, context and scope of the field of Industrial Relations. Explain in detail Fairness, Grievance and Disciplinary Procedure To explain the balance between a generic perspective on Industrial Relations, and its application in the South African contest. Describe the history of IR in South Africa Explain in detail the legislation in SA concerning Industrial Relations and employment Discuss the parties involved in the relationship Discuss the use of collective bargaining Discuss in detail Conflict and Dispute Management TOPICS COVERED: The industrial Relations systems The South African Industrial system Legislative framework governing Employment Relations Trade Unions and employer Organisations Collective Bargaining Discipline, Dismissal and Unfair labour practice Assignment: [100 Marks] Discipline refers to a procedure that corrects or punishes a subordinate because a rule or procedure has been violated. Discuss with examples the three approaches to discipline and final state what constitutes unfair and fair dismissal of employees according to Labour Relations Act of South Africa. Students are advised to search some information they can use to Google search. Marking Allocation: Table of Contents Introduction and Definitions Body (sub-topics integration) Researching and referencing Application of appropriate examples Conclusion (Recommendations) Class discussion / participation including attendance Bibliography (Harvard Method) (5) (10) (40) (15) (10) (10) (5) (5) 30 FINANCE MANAGEMENT 3B – ECONOMIC ENVIRONMENT OF BUSINESS (FIN302B) This module will equip the leaner with the knowledge and skills to; successfully plan and conduct financial information and financial strategies, understand the process which will enable them to better formulate decisions that appeal specifically to that business, understand the importance of the financial manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. Learning Outcomes Understand the financial management process -review Analyse the nature of financial management Framework for financial management Mergers and acquisitions Distinguish between the types of leases dividends international financial management Cost of debt Sources of finance TOPICS COVERED Poison pills Corporate governance leasing , Hire purchase Accounting aspects, Asset and liabilities management Financial institutions Role in economic development Duration analysis Gap analysis Commercial banks [100 Marks] Question One Discuss the concept of the Agency Theory. Question Two Explain the use and importance of the following financial ratios: 2. 1 Liquidity ratios 2. 2 Leverage ratios 2. 3 Activity ratios 2. 4 Profitability ratios Question Three 3. 1 Define a merger and explain two types of mergers. 3. 2 Poison pills are securities that safeguard a firm’s takeover. Explain two types of poison pill plans. Assignment 1 (20) (20) (5) (5) (5) (5) (15) (10) 31 Question Four The information below is provided by Balls Traders 2011 sales Cost of sales depreciation interest dividends Current assets Net non current assets Current liabilities Long term debt The Tax rate is 30% Required: Use the above information to: 4. 1. Draw up the income statement for 2012 4. 2. Draw up the balance sheet for 2012 4. 3. Calculate the net investment in non current assets at the end of 2011 2012 (10) (10) (15) R3790 2043 975 225 150 2140 6770 994 2869 (35) 2012 R3990 2035 1018 267 207 2346 7087 1126 2956 TOTAL QUALITY MANAGEMENT – TQMN302 The purpose of this module is to introduce the learner to fundamental techniques of Total Quality Management. Learning Outcomes On completion of this module, learners should have a basic / fundamental practical and theoretical knowledge of: Understanding Quality Quality Philosophies TQM –concepts and Principles Problem solving and improvement HRM System Statistical Tools Cost control TQM Benchmarking Topics Covered: Understanding Quality. Planning, Control and Improvement, Quality Perspectives, Quality Management, strategies, Case studies. Quality Philosophies. Definition, Implementation and Models, Case Studies Introducing TQM Concepts and Principles. Definition, Scope, Initiatives and Creativity, Measures of Quality, Failures. Case Studies 32 Problem Solving and Continuous Improvement. Six Sigma, Meaning, Concepts and Implementation, Similarities and Differences Systems- Reengineering. Definition, Components, Results, Case studies HRM Systems, Strategic planning for HRM, TQM Environment, Personnel, Labour Relations Elements of risk, Pareto analysis, Concentration diagrams, Sampling, Case Studies Statistical tools, definition Cost Control Implementation, Case Study TQM Bench Marking, Definition, Benefits Implementation, Case studies ASSIGNMENT [100 marks] Question 1 (50) Reengineering as stated by Michael Hammer is a holistic dramatic change that occurs when a Company radically redesigns work for quantum improvements in performance. Each organisation must determine for itself the right time to reengineer. Discuss how Kodak had used reengineering to bring it’s product into the market, when FUJI, its main rival, introduced a new 35mm single-use camera. Question 2 : (50) There are two dimensions of quality. The first is the dimension of conformance and the second is about perceived quality. Discuss these statements fully taking into consideration the requirements below: (a) The different categories of Conformance. (Illustrate with a diagram) (b) Implementation of Quality Cost Monitoring Systems. YOUR ASSIGNMENTS MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: 1. Typed cover page 2. Contents 3. Introduction 4. Body 5. Conclusion 6. References BUSINESS PROJECTS – BPR0J302 Semester Assignment: Write a detailed business plan for a new business venture. Your plan should include the following relevant sections: Contents of a business plan: 1. Executive summary 2. Organizational background 2. 1 Current status 2. 2 Management team 3. Marketing plan 3. 1 Pricing (100 marks) 33 3. 2 Demand management 3. 3 Distribution/Positioning 3. 4 Promotion and brand development 4. Operational plan 4. 1 Manufacturing/deployment plan 4. 2 Information and communications technology plan 4. 2. 1 Staffing needs 4. 2. 2 Training requirements 4. 2. 3 Intellectual property plan 4. 2. 4 Acquisition plan 4. 2. 5 Organizational learning plan 4. 3 Cost allocation model 5. Financial plan 5. 1 Current financing 5. 2 Funding plan 5. 3 Financial orecasts 6. Risk analysis 6. 1 Risk evaluation 6. 2 Risk management plan 7. Decision making criteria 34 6. EXAMINATION 6. 1 Introduction 6. 2 Examination venues dates 1st SEMESTER FINAL EXAMINATION CENTER OR CAMPUS REGISTERED Examination STUDENTS venue Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Fie ld Street) Pietermaritzburg Impendle 12-26 June 2013 12-26 June 2013 12-26 June 2013 12-26 June 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced DATE 12-26 June 2013 CONTACT NO 031 3056192 2-26 June 2013 033-3452984 011-4031151 021-4265135 0798318452 DATE 29 July 2013-2 August 2013 1st SEMESTER SUPPLEMENTARY EXAMINATION STUDENT AT THE FOLLOWING ADDRESS CENTERS Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 29 July 2013-2 August 2013 033-3452984 29 July 2013-2 August 2013 29 July 2013-2 August 2013 29 July 2013-2 August 2013 29 July 2013-2 August 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 35 DATE 11-22 November 2013 2nd SEMESTER FINAL EXAMINATION CENTER OR CAMPUS REGISTERED Examination STUDENTS venue Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 11-22 November 2013 033-3452984 11-22 November 2013 11-22 November 2013 11-22 November 2013 11-22 November 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 0798318452 DATE 3-9 December 2013 2nd SEMESTER SUPPLEMENTARY EXAMINATION STUDENT AT THE FOLLOWING ADDRESS CENTERS Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 3-9 December 2013 033-3452984 3-9 December 2013 3-9 December 2013 3-9 December 2013 3-9 December 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 36 6. 3 Requirements to write examinations -Every student needs to collect a confirmation slip from their campus or center, This confirmation slip grant permission to a student to write the examinations. -No student will be allowed to write examinations at any center/campus without a confirmation slip. Student may collect their confirmation slips at their nearest center 2 weeks prior to the commencement of examinations -Students who have outstanding fees will not be granted permission to write examination -Student has found guilty of disregard ing Oval international rules and regulations 6. 4 Failure to write Students who do not attempt the final examination due to illness or circumstances beyond their control are required to submit proof to the ODL head office within 5 working days of the examination. 6. 5 Remarking of examination scripts Remarking of examination scribes will only be considered within 5 days after the examination marks are available to students. A fee of R200. 00 per examination will be charged for the re-mark. In the event of a discrepancy between the original mark and the remark the higher mark will be considered Application form remark form must be completed and forward to odlexam@oval. co. za 6. Supplementary Examinations Student who obtain a final mark between 25% -49% will qualify to write a supplementary examination The student who qualifies for the supplementary examination is required to pay an additional fee of R100. 00 and complete an application form. The form must be submitted to head office (email: odlfin@oval. co. za) The onus is on the student to enquire if they qualify for supplementary examinations. 6. 7 Examination Scope The Oval academic team will provide an examination scope before examination; this scope will serve as a guide for students writing examinations. The guide will be available to student 3 week prior to the commencement of examinations 6. 8 Student requirements for the examination period Stationery Student card and identification document Confirmation slip Calculator were applicable 37 7. FINANCE 7. Student Fee Oval has three payment plans designed to suit individual student needs (a)Cash Plan (full fee paid at registration) (b)Easi Plan (6 months) (c)Flexi Plan (10 months) Students are required to pay their fees according to the plan they have chosen. Failure to make payment as per you payment plan could result in interest accrued on your account etc. 7. 2 Payment You can make payment by Electronic Transfer, Bank Direct deposit or payment at DURBAN campus only. All oval centers are cashless centers. For every payment you must request a receipt from Oval. Payment steps Electronic Transfer, Bank Direct deposit 1. Transfer /Deposit money into the Oval account 2. Forward your proof to odlfin@oval. co. a or drop off at your nearest center 3. You receive an e-receipt from Oval 7. 3 Re enrolment No student is allowed to register any other qualification with Oval if they have bad debt 7. 4 Additional fees/charge Registration fee (non refundable) registration Change in Academic/Curriculum programme only before 01 March) Evidence for RPL Credit Exemption fee Credit Certificate/Academic Record Re – issue of result sheets Re – issue of Qualification Certificate Supplementary/Aegrotat Exam fee paper Special Examination fee R 300 R 100 per module R 50 per year of study R 100 R 200 (plus postage) R 150 per theory R 150 per practical R 150 per module R 150 (once R 600 upon Unpaid cheques and electronic rejections returned by the R 100 bank Replacement of lost registration cards SLM Textbook R 100 R50. 00 R100. 00 38 7. 5 Account details BANKING DETAILS: ALL CENTERS/CAMPUS EXECEPT JHB CAMPUS Student are advised to forward proof of payment to odlfin@oval. co. za Name of Account Account Number Bank Branch Code Branch Reference Oval International 4060943951 ABSA 632005 Durban Student name surname BANKING DETAILS: JHB CAMPUS ONLY Student are advised to forward proof of payment to odlfin@oval. co. za Account Number Account Name Branch Code Reference 405 968 2546 P. G. M Family Trust 510829 Student name + Course 39 8. Registration Registration What does a student do after completing a year of study and wants to move onto the 2nd or 3rd year? A student is required to renew his/her registration at OVAL International on a year-to-year basis *A student is not automatically registered for the next year of study This must to done after the student receives a final marks for the entire year The student will need to complete his/her registration for the following year of study and attach his or her previous academic record/s in order to re – register. The registration must be submitted to an Oval centre nearest the student. Once the student’s application is received, an Oval Student Advisor will provide the student with a letter confirming his/her acceptance and outlining the fees for that academic year of study. The registration will only be processed if the student’s fees for the previous academic year have been settled in full, and current registration payment is made. (Forward your proof of payment to odlfin@oval. co. za ) NOTE. 1. Software Modules: Please be advised that the onus for the completion of the software modules (where applicable) is the responsibility of the student and will need to be conducted in one of the three methods below : 1. The student will be prescribed the textbook for the software but will need to complete an examination for this at a registered software training provider then submit the results to Oval to be included in his / her final results for the year. 2. The student may attend Oval International’s – Microsoft Office (3 Months programme) at an Oval campus nearest to the student, paying the relevant fees for the course. Then submit these marks for inclusion in his / her final results for the year. 3. Complete a Practical based prescribed assignment for submission on a CD for assessment and complete a Theory based examination as a final assessment for the module. In the first and second instances above, the student will not be billed for the software modules but the remainder of the theory modules selected. In the third instance above, the software fee will be included in the total fee due to the college. 40 9. General 9. Contact details for assistance: The physical address of Oval International Distance Education office is: 27/31 JOE SLOVO (FIELD) STREET, DURBAN. 4001 Support Service ODL Manager Registration Contact Person Rubeshan Nayager ODL Registration Officer : ODL Academic Support : Number 031-3056192 031-305 6192 e -mail address Rubeshan@oval. co. za odlreg@oval. co. za Assignments 031-305 6192 commerceassignments@oval. co. za itassignments@oval. co. za ttassignments@oval. co. za Examination ODL Academic Support : 031-305 6192 odlexams@oval. co. za Finance General ODL Finance Officer : 031-305 6192 ODL Staff 031-305 6192 odlfin@oval. co. za odlsupport@oval. co. za 41 9. OVAL INTERNATIONAL CONTACT DETAILS OVAL INTERNATIONAL CONTACT DETAILS CAMPUS NAME CONTACT 1 Durban head office telephone Rubeshan Nayager 031-3056192 Fax to email Rubeshan Nayager 0866236050 Fax Rubeshan Nayager 031-3062150 2 Administration Officer 3 Pietermaritzburg 4 Johannesburg Fax 5 Cape Town OVAL HOME-UNI AND THUSONG CENTRES Malangeni-Umdoni Jozini Imbabazane-Estcourt Phoenix Kwa -Mashu Ladysmith Impendle St Chads Watersmeet Rubeshan Nayager Arthi Ramdeyal Ms Cherag Singh 031-3056192 033-3452984 011-4031151 011-4031153 021-4265135 Mr. H Smith 1 2 3 4 5 6 7 8 9 NAME Patience Mkhize Nicole Nkosi Rebecca Bhengu Riona Sunker Riona Sunker Reshma Domun Hlengwe Ngcobo Nhlanhla Mthabela Londiwe Radebe Thabilile Nhlangu CONTACT 0838566369 0798318452 0827264691 031-3056192 031-3056192 0846024812 0744230307 0837450689 0737547840 0726760292 10 Pomeroy 42 Oval International Computer Education Head Office: 331 Smith Street, Durban, 4000 P. O. Box 2671, Umhlanga Rocks, 4320 Phone: 031-3056192 Fax: 031-3062150 ASSIGNMENT COVER SHEET OPEN DISTANCE LEARNING FACULTY: QUALIFICATION: ___________________ SURNAME FIRST NAME/S REGISTRATION /ID NO MODULE TITLE/NAME MODULE CODE NUMBER OF PAGES ASSIGNMENT DUE DATE : : : : : : : BRANCH /CAMPUS/CENTER: YEAR OF STUDY: _________________ ASSIGNMENT SUBMITTED : CONTACT NUMBER STUDENT EMAIL ADDRESS STUDENT’S MARK : : _____________________________________________ : _____________________________________________ FOR OFFICIAL USE ONLY EXAMINER’S COMMENT : 43 Oval International Computer Education Head Office: 31 Joe Slovo (Field) Street, Durban, 4000 P. O. Box 2671, Umhlanga Rocks, 4320 Phone : 031-3056192 Fax : 031-3062150 APPLICATION FOR ODL SUPPLEMENTARY/AEGROTAT EXAMINATION 1. To be considered for the aegrotat examination, the student MUST produce valid motivation and/or documentation to qualify. (viz: Doctor’s Certificate, Death Certificate, Affidavit, other relevant documents). In this instance no fee will be applicable for this examination. 2. A student will only be considered to write a Supplementary examination if permission has been granted by the Examination Board via the Head of Department prior to the examination. 3. The completed form must be submitted to the Administration Office prior to the commencement of the examination with an application fee of R100. 0 per paper for issue of a confirmation slip. 4. No entry into an examination will be permitted without a confirmation slip. 5. The onus is upon you to refer to the attached timetable and determine the dates on which you are writing examinations. 6. All application for supplementary/aegrotat examinations must be forward to the OD L Department before the commencement of the examination (email:odlfin@oval. co. za) or nearest Oval Center Please complete all details below: NOTE Personal Particulars : Student’s Name Registration Number ID Number Cell phone Number Academic Particulars : Programme Year of Study Module 1 Module 2 Module 3 Motivation: Code Code Code I hereby declare that the information in this application, is true and correct an undertake to supply the institution with additional evidence that may be required. I also understand that should any information given prove to be incorrect, disciplinary action will be taken against me. _____________________ How to cite Management 3a, Papers

Training Needs Assessment and Training Design and Development

Description of Training Needs Assessment to the Organization Training is a critical component of human resource planning and development in every organization. Working in the rapidly changing business environment that the current corporate climate has mutated into requires regular updating of skills to remain competitive.Advertising We will write a custom essay sample on Training Needs Assessment and Training Design and Development specifically for you for only $16.05 $11/page Learn More Organizations cannot afford to leave all the training needs to the academic and professional institutions of the graduates entering the workplace because each organization has a unique corporate culture. Training Needs Assessment (TNA) is the process of identifying areas where the organization has a weakness in its human resource in either skills or attitudes critical to remaining competitive. The overall organizational strategy plays a big role in determining the areas where the organization needs to train the staff. The strategy sets the optimum performance requirements for the organization and therefore reveals areas where it needs to strengthen its operations. TNA makes it possible for the organization to develop tailor made programs for its employees to take advantage of its strategic positioning in order to improve organizational performance. Two types of situations may necessitate the TNA taking place. The first one is when there is a mismatch in the job requirements and skills of a particular employee or a department in the organization. The second situation arises due to growth when the organization decides to expand its activities. It may find it prudent to conduct a TNA to ensure that all the employees are capable of handling the new duties. In the case of a TNA revealing a gap, then the organization would plan for capacity building activities to bridge the skills gap.Advertising Looking for essay on business economics? Let's see i f we can help you! Get your first paper with 15% OFF Learn More Necessity of Conducting a TNA and its Justification Meddox as a company is at an important point in its organizational history. The company seeks to expand its presence in the market to improve its profitability. This situation calls for a TNA to determine the skills gap that exists among the employees responsible for the poor performance posted by the company. One of the key issues raised during my appointment as the Director of Human Resources was that there was a gap between the quality of staff hired and their performance, which was eating into the company’s performance. The company was not realizing the benefits it hoped it would get from hiring some of the most talented people in the market. This situation presents a unique challenge to the human resources section of the company. The question it raises is why is the company’s rich human resource is not producing the results that it should? T he best way to answer this question is by conducting a TNA to determine what is the missing in the organization’s human resource strategy. The TNA will show whether it is an issue of skill, attitudes, or working conditions. The best way to present the TNA is to ensure that it does not present a threat to the employees. There will be a need to ensure that the employees have a full understanding of goal of the TNA. That objective is to improve the skills that are there and to offer employees with an opportunity to improve on their skills. The promise of a personal benefit for the employees will provide motivation for them to participate in the exercise. A poor introduction, on the other hand, may create rejection for the process leading to a loss of opportunity.Advertising We will write a custom essay sample on Training Needs Assessment and Training Design and Development specifically for you for only $16.05 $11/page Learn More Steps in Perform TNA The Human Resource Section of the company will perform the TNA in four steps. The first step will be a profile analysis of all employees in the organization. The goal of this exercise will be to uncover the true potential of the human resource in the organization. The profiles of all the staff in the organization will form the basis for the analysis. This exercise will provide information as to the true level of organizational competence available at Maddox Corporation. The second step will be to determine the needs of the company. This includes current and strategic needs. The goal of this analysis will be to provide a basis for comparing the available human resource to the needs of the company. It is very possible to have a very talented Human resource mismatched with the organizational goals. The third step will be an analytical exercise geared towards identifying the gaps that exist between the needs of the organization and its talent pool. The exercise will involve comparing o rganizational needs with the existing human resource. A report showing the discrepancies will provide the needed information that will feed the design of the capacity building training programs. The final step will be the development of a training strategy. It will borrow heavily from the initial exercises to ensure that the company invests training resources in the right employees to produce the results that it craves. Through this process, it is probable that some jobs will become redundant while new ones will emerge.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The important thing will be to ensure that employees whose jobs are at risk of redundancy get an opportunity to train in the newer roles that the exercise will reveal. Reference List Dalic, T. (2007). Globalisation of marketing strategies in light of segmentation and cultural diversity. Norderstedt: GRIN Verlag. Kourdi, J. (2009). Business strategy: a guide to taking your business forward. London: Profile Books Limited. Porter, M. E. (1991). Competitive advantage. In Montgomery C.A., Porter M.E. (Eds.), Strategy: seeking and securing competitive advantage. Boston, MA: Harvard Business School Publishing Division. Swanson, R. A., Holton, E. (1997). Human resource development research handbook: linking research and practice (Illustrated ed.). San Fransisco, CA: Berrett- Kohler Publishers. This essay on Training Needs Assessment and Training Design and Development was written and submitted by user Jason Wilkins to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.