SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION THAT HAS PASSED THE END DATE: 

Diploma: Executive Management Qualification 
SAQA QUAL ID QUALIFICATION TITLE
36060  Diploma: Executive Management Qualification 
ORIGINATOR
Graduate Institute of Management and Technology (The) 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
-   HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
National Diploma  Field 03 - Business, Commerce and Management Studies  Generic Management 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  120  Level 7  Level TBA: Pre-2009 was L7  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Passed the End Date -
Status was "Registered" 		 SAQA 0249/03  2003-07-01  2006-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2007-06-30   2011-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This qualification does not replace any other qualification and is not replaced by any other qualification. 

PURPOSE AND RATIONALE OF THE QUALIFICATION 
The Diploma in Executive Management (formerly the Executive Development Programme - EDP and submitted as such to SAQA) provides Senior Management or upper Middle management with a more strategic view to managing their organisations and encompasses the broader aspects of General Management. Senior and upper middle management are able to gain knowledge of general global leadership trends, best practice and management and leadership roles.

It is often assumed that Executive Managers know and understand all aspects of their duties and responsibilities. In many cases the broad range and strategic focus of Senior Management`s responsibilities require the development of focussed and strategic skills in these areas. The Diploma in Executive Management (DEM) assists senior and upper middle management to be inducted into their roles effectively and by doing so, assists in ensuring improved senior management for all South African organisations.

The programme thereby assists in improving Industrial relations in organisations, increasing productivity and profitability, improving strategic planning within organisations, etc.

The programme encourages independent research through the extensive assessment requirements on the assignments and the case study exam. Delegates are also encouraged to conduct research through the additional readings that are made available to them.

Research and reading skills form an integral part of the facilitation process and individual, personal guidance is provided by the facilitators and tutors.

Other institutions in the region offer similar programmes. For example:
  • Executive Development Programme (GIBS) - 4 weeks.
  • Executive Development Programme (WBS) - 4 weeks.
  • Executive Development Programme (ICMD and Manchester Business School) -1year.

    The GIMT programme is unique in its approach of personalising the delivery to the needs of the particular organisation, thereby ensuring the more effective transfer of skills to the workplace. In addition, the programme has been designed by leading Academics in Industry in South Africa and benchmarked against International standards. The following key commitments are made by GIMT:
  • Learners will have access to relevant, appropriate and up-to-date knowledge resources.
  • Learners will have the opportunity to apply the knowledge acquired in relevant workplace scenarios i.e. actual workplace situations, simulated workplace situations etc.
  • Learners will receive constructive feedback on progress towards achievement of competence.
  • Learners will be informed as to the learning outcomes they are expected to demonstrate and in what form assessment of competence will take place.
  • The learning process will take into account individual pace of learning and allow reasonable flexibility with regard to timing of assessments.

    All the facilitators on the programme are senior managers and experienced executives specialising in their particular area. The support from these Business Professionals ensures that all material presented conforms to requirements set for Senior Management and in line with the very latest recommendations made by the King Report. GIMT has extensive experience in running management development programmes, particularly at the senior management and postgraduate level.


    Rationale

    Originally submitted to SAQA as Executive Development Programme, the Diploma in Executive Management is tailor-made to suit the company`s needs, this qualification may be offered to their clients as a strategic option to consolidate and quantify managers` experience and learnings.The course is customised to suit meet a company`s needs taking into consideration the corporate climate and extent of experience of management.

    GIMT has been successfully running senior management and leadership programmes since 1990. The EDP programme has been run successfully in South Africa since 1998. A total of approximately 346 students have completed the programme and received their qualifications. The course is currently being run in a total of 4 top South African companies. A total of 63 students are currently attending the programme. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    All GIMT facilitation is offered in English only, this being the primary business language in South Africa

    As GIMT is a Corporate Business School and our learners are all working professionals in mostly middle and senior management positions, our medium of instruction is English, being the generally accepted business language of South Africa.

    All facilitation, written material and assessments are done in English. Delegates have to submit all their assignments and written work in English. Guidance is provided on the programme in respect of Business writing and communication.

    Learners whose first language is not English must show GIMT that their level of English is high enough for study at postgraduate level. In cases where GIMT believes that learners will not have the language ability to complete the course successfully they are advised to attend an appropriate English language programme or are counselled to attend a more appropriate level programme.


    Recognition of Prior Learning (RPL)

    Various forms of pre-assessment are done on learning programmes. These tests are designed to assess knowledge and skills relating to the modules to be presented on the GIMT programmes. Delegates are given recognition (credits) for training programmes attended/ qualifications obtained both internally and externally.

    At present GIMT does not have a formal policy pertaining to experiential learning as the majority of our learning takes place in-company and the vast majority of our learners are currently working in organisations.

    As a result students have the opportunity to apply the learning directly back in their own organisations.

    The DEM is aimed at assisting delegates to make positive changes within their own organisations, the application of which is assessed through practical work based assignments and projects.

    Both the assignments and the final project are aimed at practical implementation in the workplace. They both require learners to assess their current working environment, processes and procedures and use the knowledge gained on the DEM to suggest measures to improve such, and to devise new processes and procedures. 

    RECOGNISE PREVIOUS LEARNING? 
    Y 

    QUALIFICATION RULES 
    N/A 

    EXIT LEVEL OUTCOMES 
    Overall outcomes
  • Analysing situations and determining the most effective integration of strategic techniques to be applied for the optimum result.
  • Integrating marketing concepts, principles and theories in order to develop marketing strategies.
  • Implementing strategic human resources process aligned to the strategic business goals.
  • Analysing, interpreting and strategically manipulating financial data.
  • Strategically manage the operation functions by integrating external and internal variables.
  • Formulating an information strategy, relating information technology to corporate strategy.
  • Integrate project management strategy with organizational processes.

    Specific outcomes

    1. Strategic Management
  • Apply Strategic models, concepts and approaches to the development of organisational Strategic plans
  • Utilize corporate mission statements and stakeholder claims to guide a Strategy formulation process by:
  • Conducting a Stakeholder Impact Analysis.
  • Developing a Mission Statement for an organisation.
  • Analyse the industry environment, applying Five Forces Model.
  • Identify Strategic groups within industries.
  • Conduct Macro-environment analysis.
  • Apply functional Strategies, identifying how organisations can build their strengths and distinctive competencies and correct their weaknesses.
  • Select appropriate Investment Strategy to complement on organisations generic competitive Strategies and maximise their profitability.
  • Develop business level Strategies for competitive advantage, applying the learnt business level strategy models
  • Develop corporate level strategies, utilizing a range of corporate level strategy models.
  • Conduct portfolio analyses, demonstrating an understanding of the strengths and weaknesses of different portfolio analysis techniques.
  • Design organisational structures, selecting the correct form of differentiation and integration to meet the needs of an organisations strategy.
  • Present a change process model.

    2. Strategic Marketing
  • Plan, develop and implement a Marketing Strategy.
  • Conduct an Analysis of the impact of macro-environmental forces on Organisational Marketing systems.
  • Identify Target Markets.
  • Evaluate the effectiveness of Marketing Mix Strategies.
  • Conduct an analysis of consumer behaviour.
  • Apply market segmentation, positioning and differentiation techniques.
  • Utilize branding and product life cycle concepts in Strategy Planning.
  • Select appropriate pricing and distribution policies.
  • Develop an optimal promotional mix to communicate Marketing Strategy.
  • Present an Integrated Marketing Plan.
  • Use Qualitative and Quantitative new product research techniques.

    3. Human Resources
  • Develop Human Resource Strategies.
  • Integrate the role of leadership within the scope of Human Resource Management.
  • Implement Performance Management Processes.
  • Align Human Resource Development with business goals.
  • Manage an Employment Equity process that meets legislative and business requirements.
  • Institute, monitor and facilitate fair and legal labour relations practices.
  • Integrate policies and procedures with empowerment principles.
  • Introduce mechanisms to contribute to the successful implementation of change processes.
  • Align Human Resources to the Strategic Focus and actions of the organisation by applying
    the principles of systemic thinking.
  • Incorporate Communication Strategies and actions into decision-making and Strategic Planning.
  • Conduct an integrated assessment of leadership styles.
  • Manage conflict resolution.
  • Apply the Strategic Planning process to goal setting.
  • Design work processes.
  • Institute measures to control the way in which quality influences levels of productivity.
  • Apply remuneration and reward models.
  • Apply Motivational Strategies.
  • Develop a Competency -based approach to Human Resource Development.
  • Utilize a Learner Centered Approach.
  • Develop Mentoring and Coaching Processes.
  • Develop and implement an Employment Equity plan.
  • Introduce and monitor Employment Equity policies and practices.
  • Identify the need for training interventions and support the effective implementation of the Employment Equity Plan.
  • Display working knowledge of relevant labour relations legislation.
  • Facilitate negotiation processes between management and labour.
  • Deal with confrontation and mass action.
  • Develop manpower and succession plans.
  • Implement recruitment and selection policies and procedures.
  • Apply disciplinary and retrenchment procedures.
  • Introduce "employee care" practices.
  • Display understanding of the role of Human Resources Information Systems.
  • Identify and manage the various steps in the change process.
  • Develop a plan to create a culture and climate to facilitate change.
  • Monitor employee climate and attitudes.
  • Introduce Stress Management techniques.

    4. Finance
  • Analyse and interpret financial data in order to develop Finance Strategies.
  • Apply concepts of risk and return.
  • Demonstrate understanding of value creation.
  • Analyse Basic Financial Reports.
  • Conduct Capital investment Analysis and Recommend decisions.
  • Analyse Financial Statements.
  • Develop Financial Forecasts.
  • Apply concept of Financial Leverage for optimal return.
  • Set targets and required rates of return.
  • Tailor Capital Structure to Corporate Strategy.
  • Apply dividend policies.
  • Develop Strategies to sustain financial growth.

    5. Operations Management
  • Adapt Operations Management strategy to meet the needs of dynamic changing environments
  • Institute delivery measurement and monitoring systems
  • Demonstrate understanding of the role of the Operations Manager
  • Apply Operations Management models, theories and concepts
  • Develop and implement performance and customer service measurement processes
  • Select appropriate approaches to Operations Management for different organisations
  • Relate Organisation Strategy to Operational Planning and Control functions
  • Apply Life Cycle Management model to Operations Management processes
  • Identify Operational Responsiveness Approaches to Change
  • Evaluate the impact of change on growth
  • Apply the Quality Function Deployment Approach
  • Monitor delivery standards
  • Apply various budgeting approaches
  • Deal with working capital and cash flows
  • Appraise Capex decisions utilizing the four key concepts
  • Display theoretical understanding of:
  • The role played by forecasting and
  • Managing demand
  • The factors involved in capacity planning
  • Inventory Management systems
  • Job shop scheduling and control
  • Materials Management and purchasing
  • Apply Total Quality Management (TQM) Process
  • Implement Just-In-Time (JIT) Systems
  • Perform Value Management (VM)
  • Apply Business Process Re-engineering concepts
  • Establish Performance Measurement standards
  • Evaluate various types of Performance Measurement tools
  • Develop Customer Satisfaction Measurement tools

    6. Information Technology
  • Recognise the elements, structure and function of Information Systems in organisations
  • Formulate an Information Systems Strategy
  • Use Information Systems to gain comprehensive advantage
  • Justify Information Systems and Information Technology investments
  • Develop and Implement an Information System
  • Identify common Information Terminology
  • Demonstrate familiarity with the elements and functions of Information Systems
  • Analyse the impact of local and international factors impacting Strategic Management
  • Apply a framework to demonstrate understanding of Information Systems Strategy formulation
  • Conduct an analysis of the industry, competitors and the organisation from an Information Systems point of view
  • Classify the types of competitive advantage to be gained from using Information Systems and Information Technology
  • Apply knowledge of Information System costs and benefits to motivate investment
  • Preset Business Case to support investment proposal
  • Develop Information Systems implement plan
  • Detail available technology and development methods; the steps involved in the process; the roles and responsibilities of the managers and users
  • Plan an Information Systems phased project

    7. Project Management
  • Plan a Strategic Business Process
  • Integrate project management strategy with organizational processes, sub-processes and their interactions
  • Apply project management principles to the Business Re-engineering Process
  • Utilize a Work Breakdown Structure for the planning of project communications
  • Manage the initial stages of a project
  • Define the scope of work control
  • Plan, organize, control, manage and participate in a project Start-up workshop
  • Prepare a project implementation plan for organizations at different stages of maturity
  • Institute quality management standards for a project
  • Identify improvement measures for business processes
  • Manage the core project management areas of scope, quality, time and cost
  • Select and apply the appropriate processes and principles to ensure:
    > Project deadlines are met.
    > Projects are completed within the agreed budget.
  • Bench-mark projects according to generally accepted project management practices, utilizing Earned Value techniques
  • Institute quality and improvement mechanisms within a project management process
  • Establish and conduct a project review program to evaluate project team performance
  • Demonstrate application of emerging techniques of participative project management to the managing of the stakeholder process, integral to South African community projects, and community projects in general in developing countries.
  • Identify critical success factors of new project situations.
  • Manage the external environment variables of a project.
  • Demonstrate application of generally accepted principles and processes to the procurement component of a project.
  • Apply risk management techniques to the management of project stakeholders. 
    		•

    ASSOCIATED ASSESSMENT CRITERIA 
    Delegates are required to submit six practical work based assignment. These assignments cover all the modules of the programme. Assignment questions focus on the integration of knowledge skills and application of the programme outcomes to the current work environment of the delegates. These formative assignments count for 30% of the final result of delegates.

    In addition, the facilitators involve all delegates in activities and group work during the facilitation. This group work and practical activities are observed by the facilitator to ensure that delegates are achieving the outcomes as defined.

    All the skills acquired are assessed through a final case study exam that will cover all the outcomes of the programme

    The case study exam results in a written analysis of the respective case study amounting to approximately 1500 words. The results of the assessment of this case study exam counts for 70% of the final result of delegates.

    Delegates are required to be found competent in both the assignments as well as the case study exam to be deemed competent for the programme overall. The GIMT Marking Grid is used to assess the competence of delegates on all assessments

    The programme encourages independent research through the extensive assessment requirements on the assignments and the case study exam. Delegates are also encouraged to conduct research through the additional readings that are made available to them.
    Research and reading skills form an integral part of the facilitation process and individual and personal guidance is provided by the facilitators and tutors.

    Integrated assessment

    During each programme learners complete three work-based assignments, demonstrating application of concepts learnt in a practical outcomes-based, measurable form. These assignments are evaluated and feedback is provided to each individual. The assignments act as self-measures and opportunities for improvement, as they do not affect the final assessment of competence.

    Recognition of individual competence for the total learning programme is based on the successful completion of a work-based research project. The projects are structured in order to enable learners to demonstrate an ability to transfer skills and knowledge in an integrated application, in a specific context, in order to demonstrate achievement of learning outcomes. 

    INTERNATIONAL COMPARABILITY 
    All GIMT management programmes are internationally benchmarked through GIMT`s relationship with Henley.
    Expert faculty ensures that the GIMT programmes meet South African standards and the needs of the South African market.
    All GIMT courses are therefore globally competitive and locally relevant. 

    ARTICULATION OPTIONS 
    This qualification has been developed for Senior and Executive Management within organizations or for Middle Management moving into Senior Management positions. The qualification builds on the GIMT Certificate in Business Management (CIBM) programme (NQF 6) even though the CIBM programme is not a pre-requisite for the attendance of the DEM programme.

    The DEM provides ideal articulation for learners towards the Henley Management College and Milpark Business School MBA degrees, providing exemptions towards both these programmes.

    The DEM programnme will also allow for articulation with a range of other qualifications and programmes in the General Management field as required. 

    MODERATION OPTIONS 
    External examiners requirements:
  • Minimum Masters degree level qualified.
  • Minimum ten years business and academic experience.
  • Subject matter experts.

    Moderator requirements
  • Minimum Masters degree level qualified.
  • Minimum ten years academic and business experience.
  • Assessors with a minimum of two years assessment experience.
  • Briefing tutor for a minimum of two years.

    All student results are moderated by a qualified moderator. The final approval and awarding of all Diplomas rests with the GIMT Academic Board consisting of:
  • Managing Director/ Senior Management Representative.
  • Academic Head.
  • Head of Tutor College.
  • External examiner. 
    		•

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    The Academic Director interviews prospective assessors who meet the minimum requirements as set by GIMT. Successful candidates then undergo a formal training programme enabling them to become part of the GIMT Assessor team. Assessors will only be allowed to assess once they have successfully undergone the interview and formal training stages of the process.

    The Academic Director and Head of Tutor College interviews prospective assessors who meet the minimum requirements as set by GIMT.
    All assessors on this programme must have the following minimum requirements:
  • Academic qualifications equivalent to at least a Masters degree.
  • Extensive business and academic experience of no less than 10 years.
  • Must have undergone a formal training programme enabling them to become part of the GIMT Assessor team.
  • Assessors will only be allowed to assess once they have successfully undergone the interview and formal training stages of the process.

    Assessors who have been assessing for a minimum of two years, who have been a briefing tutor for a minimum of two years and has the right academic qualifications, will qualify to become a moderator.They will apply to the Academic Director and will be interviewed and trained before being appointed as moderators.

    External examiners are appointed by the Academic Director based on their Academic Qualifications and extensive experience in the particular subject area. External examiners are made up of both local and international academics. 
    		•

    NOTES 
    N/A 

    LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION: 
     
    NONE 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS QUALIFICATION: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    NONE 


    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.