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SOUTH AFRICAN QUALIFICATIONS AUTHORITY

REGISTERED QUALIFICATION THAT HAS PASSED THE END DATE:

Master of Business Administration

SAQA QUAL ID	QUALIFICATION TITLE
50351	Master of Business Administration
ORIGINATOR
Damelin
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY			NQF SUB-FRAMEWORK
-			HEQSF - Higher Education Qualifications Sub-framework
QUALIFICATION TYPE	FIELD		SUBFIELD
Master's Degree	Field 03 - Business, Commerce and Management Studies		Office Administration
ABET BAND	MINIMUM CREDITS	PRE-2009 NQF LEVEL	NQF LEVEL	QUAL CLASS
Undefined	240	Level 8 and above	NQF Level 08	Regular-Provider-ELOAC
REGISTRATION STATUS		SAQA DECISION NUMBER	REGISTRATION START DATE	REGISTRATION END DATE
Passed the End Date - Status was "Reregistered"		SAQA 2663/05	2006-07-01	2006-11-07
LAST DATE FOR ENROLMENT		LAST DATE FOR ACHIEVEMENT
2007-11-07		2010-11-07

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 is replaced by:

Qual ID	Qualification Title	Pre-2009 NQF Level	NQF Level	Min Credits	Replacement Status
58006	Master of Business Administration	Level 8 and above	NQF Level 08	240	Complete

PURPOSE AND RATIONALE OF THE QUALIFICATION

Purpose: The purpose of the Damelin MBA programme is to give students the necessary knowledge and competencies to oversee the business administration of any company, both in terms of operational and strategic management. In addition, the programme encourages the personal and managerial development of the students. It also develops the necessary business research skills to equip students to find theoretical, scientific and practical answers to business problems. The programme is presented in accordance with the requirements of South African legislation and requirements of Higher Education, and follows the Open Learning philosophy. Rationale: The MBA is the first of a new generation of MBAs that will create an energetic breed of skilled business managers. The programme is based around four key themes: Understanding Complex and Dynamic Operating Environments. Managing and Developing Organisations and Resources. Developing Personal and Managerial Effectiveness. Advancing Your Managerial Specialisation. These themes are central to a programme of modules that can be studied in the most flexible way possible. The Master of Business Administration focuses on the competencies and skills required by middle and top-level managers, to enable them to make a significant contribution to their working environment. It integrates the benefits of learning with practical career development and ongoing self-development. It is specifically designed for the student who wishes to: Pursue a management career in areas such as marketing, finance, human resources, operations management and information systems. Gain the knowledge and skills required to recognise and exploit business opportunities. Acquire a broad-based education for a lucrative career in business and commerce. Acquire a business degree of the highest academic standard. Enter the global arena and gain an international business perspective. Secure a basis for further development in Business and Management Sciences, general or specific, as required by universities, colleges, professional bodies or business organisations. The participants are taught to: Identify, analyse and resolve business problems with confidence. Develop an understanding of all functional business areas, such as marketing, human resources and information technology. Develop a range of qualities which employers look for in new graduates, including a business-like manner. Acquire self-confidence grounded in self-awareness. Acquire basic managerial skills such as problem-solving, decision-making, delegating, giving feedback and dealing with conflict. Acquire an analytical and enquiring approach and the ability to integrate into an organisation and function as a contributing member of a team. The benefits to the participants are immediate because: They are applying their learning while still working. They can share experiences with managers from different backgrounds and learn from this. They can broaden their study or choose to specialise. They have the opportunity to gain an additional professional qualification while studying for their MBA. The benefits to organisations are: The MBA provides cost effective management development. A continuous input of fresh ideas and experiences from other organisations. Information and opportunities are generated through work based assignments. A substantial consultancy opportunity is presented via the dissertation. Development of others in the organisation through mentoring. The development level would equate to the knowledge and understanding requirements underpinning an NQF 7 level qualification (240 credits) in Business Administration as required by universities, colleges, technikons, professional bodies and business organisations. Further, the Programme contributes to regional and national goals in a variety of ways, including: Broadening access to and success in higher education through flexible entry and fixed exit standards and through the inclusion of academic support components. Inclusion of certain generic competencies. Encouragement of social responsibility.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING

In order for a learner to enter and complete successfully the Damelin MBA Programme, he/she should fulfill the following criteria that describe his/her level of learning: Have a recognised undergraduate degree, or another similar qualification. Have appropriate work experience. Be computer literate. Further, given that the language of instruction is English, a learner entering the programme must be competent in the use of English. Recognition of Prior Learning: Prior learning is recognised in the following ways: A student, who has completed a specific module/subject at Damelin, may apply for credit for that module/subject. A student, who has completed the equivalent of a specific module/subject at another recognised higher education institution, may apply for exemption from that module/subject. Access to the qualification: Entrance requirements Entrants to the programme should posses the following qualifications: English as a first language, or English as a Second Language Grade 12 (South African School System), or GCSE or O level English Language, or a TOEFL score of at least 550. A first degree or relevant postgraduate qualification plus a minimum of 2-3 years relevant managerial or professional experience. A postgraduate diploma (such as the Damelin Diploma in Business Management/MAP/MDP, etc.) plus five years relevant managerial experience. A minimum of 7 years management experience supported by a thorough interviewing process. In exceptional cases, applicants that can demonstrate that they have qualifications, experience or both, that indicate that they have the knowledge and capabilities equivalent to those possessed by holders of qualifications listed above, may be admitted with dispensation from the requirement to possess those qualifications. Admission with credit: > If candidates have relevant transferable credits from an equivalent postgraduate qualification they may be eligible to join the programme at an advanced stage.

RECOGNISE PREVIOUS LEARNING?

Y

QUALIFICATION RULES

Masters of Business Administration: Level 7 (240 credits) The credit value of the programme was determined as follows: The credit value of individual modules and thus of the programme was calculated using both quantitative and qualitative criteria. Quantitative: The number of credits per module was calculated using the NQF credit system where one credit represents ten notional hours of active learning. Qualitative: Each module was allocated a weighting, based on the level of complexity of the learning outcomes to be attained. The credit value of each module was then calculated by applying the individual module weighting to the total number of credits for the programme. It should be noted that the basic component of the calculation of the credit value of the programme is the actual number of hours (both contact hours and self-study hours) estimated for each module included in the programme.

EXIT LEVEL OUTCOMES

On completion of the Damelin MBA degree, the qualifying student should be able to demonstrate the following: Advanced knowledge and practical skills required to perform effectively in a Business Management role. An appropriate knowledge base as preparation for further learning, as well as for application into research, which is demonstrated by the writing of a research dissertation. A sound knowledge of the integrated nature of business and the importance of a holistic approach to business management. An understanding of the nature, role and significance of management activities as undertaken by managers in a range of organisations. An understanding of strategic management principles and processes involved in strategic management and the formulation of strategic plans. An ability to examine management concepts and frameworks through the analysis of complex, multifaceted business problems encountered by managers within organisations. An understanding of the importance of effective financial management of different kinds of business environments. An understanding of the importance of effective individual and corporate behaviours and cultures in management and organisational development. A sound knowledge of the techniques that might be applied to market planning and control to produce superior performance in both a national and international business context. An understanding and application of research methodologies used in general and specific business research. An ability to critically analyse an organisation in terms of all the functional areas of business in such a manner that management strategies can be identified, implemented and evaluated. Demonstrate a critical knowledge of how to integrate all related business decisions in such a manner as to inform organisational and personal strategies. Generic competencies: Communicate and interpret data. Organise staff. Work in teams. Evaluate data and use results helping people to change. Strategic planning. Empowering and delegating. Negotiations. Handling of conflict. Stress management. Doing presentations. Interviewing. Coaching and chairing meetings. Creative problem solving. Fundamental competencies: 1. The Organisation in its Financial and Economic Environment (OFF841) At the end of the module, students should demonstrate: A thorough knowledge of the basic concepts of managerial economics, inclusive of supply and demand and opportunity costs. A critical knowledge of the firm's motivations and how this may affect its performance: profit maximization, sales maximization and satisfying. A thorough knowledge of the factors affecting the supply and demand of labour and relate this to your organization. An ability to analyse the economic rationale of government policies relating to market intervention. An appreciation of the significance of external macro-economic factors for organizational decision-making. An in- depth grasp of the terminology and methodology of accounting. A thorough knowledge of the techniques involved in the recognition, funding and financial management of organization data. The skills in understanding the principles of performance measurement and asset valuation. An in- depth grasp of the importance of cash and profit flows in business. A critical knowledge of the nature and behaviour of costs in internal decision-making. 2. Marketing At the end of the module, students should demonstrate: A thorough understanding of customer needs, wants and desires. A critical knowledge of the main factors that influence consumer behaviour. A thorough knowledge of market dynamics and competitive strategy and the application thereof. An thorough understanding of the concept of marketing within a global and corporate context. The skills and abilities required to successfully implement marketing as a source of competitive advantage. The ability to manage customer relationships through planned marketing activity. 3. Human resource management in action At the end of the module, students should demonstrate: A critical knowledge of the role of managers in the management of people in organisations. The ability to contribute to the design, development implementation and evaluation of a Human Resource Planning System, which includes Recruitment and Selection of a diverse 'core' and 'peripheral' workforce, and management of absence and turnover. Recognise the value of a computerised Personnel Information System for modelling, costing and analysing personnel data. The skills and ability to formulate a philosophy and draft a policy for managing performance of people in an organisation. Show how key management systems, such as appraisal and 360-degree appraisal systems contribute towards the achievement of policy objectives and culture change. A critical knowledge of employee training and development within the overall context of the 'learning' organisation and the National training scene including 'Investors in People' awards. An ability to effectively contribute to the design and implementation of an effective employee relations policy in a UK and international context. An ability to critically evaluate the management of reward in organisations and the links to individual and team payments for performance. An ability to provide advice on the rights and obligations of employers and employees arising from UK and European employment legislation, including the Contract of Employment, Health and Safety Legislation, Equal Opportunities, and the legal position of peripheral workers, including the self-employed. The ability to contrast perspectives on the nature of the employment relationships and the balance of power between buyers and sellers of labour services. A thorough understanding of the contribution of employee resourcing, employee development, employee relations and reward management to the improvement of organisational effectiveness, whilst maintaining equality of opportunity for all employees. A thorough knowledge of the legal principles underpinning the contractual relationship. A thorough knowledge and understanding of the relevant codes of practice and best practice in relation to the handling of discipline and grievance in organisations. A thorough knowledge of the mechanisms used in unionised and non-unionised companies to reconcile the different interests of buyers and sellers of labour services. An in- depth understanding of the implications of UK membership of the European Union and the impact of globalisation for human resource policies. A thorough knowledge of the concept of core and flexible workforce including the process of redundancy for 'rightsizing'. An understanding of the role of reward strategies and policies and their potential for achieving change when integrated with other managing people systems. A critical understanding of the Ingredients and importance of developing and managing an appropriate organisation culture. An understanding of the role of training in the development of continuous individual and organisational improvement and the creation of the 'learning organisation'. A thorough knowledge of the Health & Safety legislation as it applies both within and outside the employment relationship. An understanding of the effect of the UK anti-discrimination laws and EC equal treatment directives on employers' policies. Knowledge of the role of Computerised Personnel Information Systems in the contribution to Human Resource Strategic Planning. 4. Organisational studies At the end of the module, students should demonstrate: An ability to establish strategies required to successfully guide the work of the organisation. The skills necessary to create a shared vision and develop a mission to give purpose to the organisation. The ability to formulate objectives and strategies to guide the organisation. The persuasive skills necessary to gain support for organisational vision, objectives and strategies. The ability to establish organisational structures and systems, which support objectives and strategies. The analytical skills necessary to evaluate and improve organisational performance. The ability to develop measures and criteria necessary to evaluate the achievements of the organisation's mission, objectives and policies. The ability to evaluate the extent to which the organisation's mission, objectives and policies are being achieved. The skills necessary to identify causes of success and failure in organisational activities. The ability to identify possible strengths and weaknesses in the organisation's mission, objectives and policies. A thorough knowledge of how to secure resources for programmes, projects and plans. The ability to submit proposals for programmes, projects and plans to meet the organisational objectives. The ability to obtain support and resources for programmes, projects and plans. The ability to identify and minimise interpersonal conflict. The ability to obtain and evaluate information to aid decision-making. The skills necessary to lead meetings and group discussions, solve problems and make decisions. The knowledge necessary to contribute to discussions to solve problems and make decisions. The knowledge and skills to advise and inform others. The ability to develop and improve teams through planning and activities. The ability to forecast trends and developments, which affect objectives. A critical knowledge necessary to evaluate and improve the development processes used. 5. Organisational decision making and information systems At the end of the module, students should demonstrate: A critical understanding of the conceptual and organisational issues surrounding the development of information systems, so that he/she can effectively liaise with IT specialists in the development of new systems. A thorough understanding of the role and impact of IT within organisations and in the wider environment. The knowledge and skills necessary to carry out quantitative analysis using spreadsheet software. A thorough understanding of the principles of probability and inference. The ability to critically analyse a series of data commonly found in business situations. 6. Developing strategies for economic and financial success At the end of the module, students should demonstrate: The knowledge and skills necessary to critically appraise the economic and financial goals aspired to by stakeholders in the business and pursued by managers. The ability to select economic and financial goals for the organisation appropriate to its stage of development, its external environment and its broader strategic aims. A thorough understanding of the organisation's internal and external parameters to the price-setting decision. The ability to select and apply appropriate economic and management accounting techniques to set prices for products. An appreciation of the advantages and limitations of various forms of finance available to the company. The ability to select appropriate financial structures for the business given its stage of development and taking into account related factors. A thorough understanding of the nature of the dividend decision and its relationship to financing decisions. A critical knowledge of the practical components of finance decisions, including the availability of and cost of acquiring share and debt capital funding. An ability to evaluate investment opportunities using appropriate techniques. An ability to critically appraise the commonly used investment appraisal techniques. An ability to evaluate risk and its impact on investment appraisal. An Appreciation of the role of acquisition, merger and divestment as strategies for developing the organisation. An ability to evaluate acquisition and merger opportunities. 7. Change and competitive advantage in the global economy By the end of this module students should be able to: Understand the central areas of business decisions within an international context and the key decisions that have to be made by an international manager. Interpret and understand available information, relating to international issues, in order to make decisions. This would involve the ability to locate information and to understand its significance. Demonstrate how information and resources might be used within a practical context in an international organisation and as a vital resource in communicating the rationale for change, the essence of the implementation strategy and the role of the global manager in facilitating the change process. Summarise and communicate the results of decisions and justify their selection. Illustrate the importance of team working and networking as an aid to communication and the identification of the need for change in an international context. Understand central trends in the recent evolution and development of the international business environment and current debates concerning the explanation of such trends with particular reference to available and appropriate change strategies. Explain the significance of such trends for international managers, and demonstrate the implications for management decisions in an international context. Define human resource requirements in terms of international management development and global staffing strategies, that are both responsive and adaptive to fluctuating local and global business needs. Understand the internal and external forces that both drive and inhibit organisational change. This might involve differences of approach to the management of change between host and home company operations or differences in management style from one regional centre to another. Appreciate the role of management in creating the right organisational climate for change. Here the role of cross-national management in identifying the need for change and flexibility of response to the demands of different markets within a global marketplace will be explored. Explain the significance of the role of technology in driving and facilitating change within the international business environment. Understand how a global strategy for change can be translated into action plans. 8. International business strategy - managing a virtual organisation At the end of this module students should be able to: Define the characteristics of an international business strategy, including mission and objectives for their organisation. Research, track, analyse, identify and evaluate strategic options. Make, justify and be accountable on an individual and collective basis for decisions taken including timely implementation of effective team process and interpersonal skills. Formulate short, medium and, if practicable, longer-term strategies for all business functions (including their co-ordination) especially finance, production, marketing and HRM using appropriate strategy, marketing and management tools. Gauge product-market demand and competitive interdependencies in influencing the scope of proposed business strategies. Devise appropriate control mechanisms for the business and its functional areas and correlate these to the performance of their own and, wherever possible and relevant, competitor businesses. Make appropriately timed interventions to correct deviations from agreed corporate and functional plans thereby enhancing performance improvement. Assess the impact on decision making of short and longer-term information and trends (both market and environmental) by estimating the value and opportunity/cost of procuring such information. Show flexibility and creativity when required, in response to unexpected or changing market, or environmental factors, whilst retaining commercial integrity and realism in decision-making and implementation. Identify and balance any competing forces for localisation or globalisation for the business and /or specific functions such as marketing and production. 9. Integrated management case studies 1 & 2 On completion of the first case study examination participants should be able to: Analyse, as a practising manager, operational level managerial situations. Use knowledge and understanding of managerial functions to make, as a practising manager, judgments and recommendations about operational level management issues. On completion of the second case study examination participants should be able to: Analyse, as a practising manager, strategic level managerial situations. Use knowledge and understandings of strategy, strategic issues, and global operating environments to make, as a practising manager, strategic judgments and recommendations. Transferable Skills: The module is intended to assess the ability to use prior learning by tackling practical management problems. As such it should enhance the participants' ability to: Write reports. Gather information. Solve problems. Think creatively. Integrate knowledge. 10. Research methodology To be able to: Collect, analyse and interpret primary and secondary research data (whether of the qualitative or quantitative variety). Evaluate the appropriateness of a given research design and methodological approach to a given area of inquiry, that is, make methodologically informed choices. Undertake a comprehensive literature review in support of a line of research interest or programme requirement. Develop a structured programme of research on a relevant topic in pursuit of the MBA dissertation. Conduct MBA research in a systematic, rigorous yet critically reflective manner. Transferable Skills: This course is intended principally to develop skills, which may be transferred to other MBA modules and workplace contexts. 11. Dissertation Collect, analyse and interpret primary and secondary research data (whether of the qualitative or quantitative variety). Evaluate the appropriateness of a given research design and methodological approach to a given area of inquiry, that is, make methodologically informed choices. Undertake a comprehensive literature review in support of a line of research interest or programme requirement. Develop a structured programme of research on a relevant topic in pursuit of the MBA dissertation. Conduct MBA research in a systematic, rigorous yet critically reflective manner. Core competencies: 12. Personal and managerial development By the end of these modules, students should be able to: Critically evaluate their personal strengths and weaknesses and assess their implications for managerial performance. Appreciate the impact of their attitude and behavioural style on others. Take responsibility for their own development and produce a personal action plan addressing development needs. Monitor their development plan and revise their actions in the light of feedback. Develop self-confidence through increased self-awareness and understanding of the different interventions and styles of behaviour available to them. Accurately observe the behaviour of others and give descriptive and helpful feedback to others. Receive feedback from others without being defensive. Understand the impact of stress and identify appropriate strategies for managing stress and increasing their personal resilience. Reflect on action and devise appropriate strategies to manage effectively. Apply a range of techniques to solve problems creatively. Understand the importance of process in managerial activity. Understand the dynamics of group behaviour and make appropriate interventions. Understand and appreciate cross-cultural differences in behaviour and their impact, for example, in negotiations. Elective competencies: 13. Project management By the end of these modules, students should be able to: Identify the characteristic features of projects and the principle components of effective project management. Recognize those factors that contribute to the success of projects, as well as some of the potential pitfalls. Appreciate the relevance of a variety of project planning techniques and be able to apply them appropriately within ones projects. Appreciate the fundamental importance of monitoring and controlling progress in any project situation. Understand the roles and responsibilities of project managers and team members and the value of effective leadership to the achievement of project goals. Review the contribution made by project management within a variety of commercial situations. 14. Global marketing By the end of this modules, students should be able to: Analyse and assess the relative impact of factors in the international environment on business strategy. Explain the alternative forms of international marketing operations. Formulate specific strategy for product globalisation. Debate future developments in global marketing. 15. Small and medium business management By the end of these modules, students should be able to: Appreciate the nature and scale of small business within the economy. Distinguish between small business management skills and entrepreneurship. 16. Strategic marketing management (planning and control) By the end of this module students should be able to: Understand a wide variety of marketing techniques and models. Apply these techniques/models to the marketing planning process in competitive and collaborate environments. Undertake comprehensive analyses of markets, customers, and competitors. Conduct detailed marking audits, both internally and externally. Determine marketing objectives and strategies. Prepare a straightforward marking plan. Design appropriate marketing mixes for particular market segments. Initiate appraisal and control systems for marketing planning. Specify the marketing research needed to formulate effective marking plans. Understand how the barriers to the effective implementation of marketing plans might be overcome. 17. Strategic marketing management (analysis and decision making) By the end of this module students should be able to: Apply their accumulated marketing knowledge and techniques to real world settings. Conduct detailed and comprehensive analyses of complex marking situations. Critically assess marketing data of both a qualitative and quantitative nature. Comprehend and resolve a wide variety of marketing problems. Decide priorities and appropriate marketing objectives, strategies and tactics. Draw up a comprehensive and convincing marketing plan with accompanying cost and schedules. Suggest appropriate control mechanism and contingency plans. 18. Managing not for profit and voluntary organisations By the end of these modules, students should be able to: Understand the ways in which non-profit organisations are similar to and different from profit making organisations. Recognize the ways in which concepts drawn from other MBA modules can be adopted/adapted to non-profit making organisations. Appreciate the strengths, weaknesses, tensions and dilemmas inherent in managing 'value led' organisations. Reflect on the wider needs of society and the roles both profit making and non-profit enterprises can play in meeting these. 19. Information management By the end of these modules, students should be able to: Explain the role of information systems in the context of the organisation in which the student works and the society in which he or she lives. Describe some of the issues, which are currently exercising the minds of those involved in building and managing information systems. Appreciate the role of various IT based tools in helping to resolve issues in the contest of coherent strategies. Appreciate the role and purpose of end-user computing in organisations. Appreciate the current and future impact of Internet technologies on organisations. 20. Relationship management By the end of this module, students should be able to: Explain the concept and role of relationship management. Fully discuss the marketing mix and its Four P's. Define marketing orientation and other key marketing terms. Discuss the eight components of relationship management. 21. Strategic credit management and control By the end of these modules, students should be able to: Discuss the risks that banks face when granting credit. Explain the credit granting process and the risks that are associated with credit granting. Explain how banks manage risk. Define the credit concept. Discuss credit as the primary function of banks. Define credit risk and discuss the factors that influence credit risk. Discuss the internal factors that influence credit risk. Discuss the external factors that influence credit risk. Explain how banks use portfolio management to manage risk. Analyse risk and return. Discuss the concept provisioning. Discuss the valuation of security with references to the valuation report and the feasibility study. Define credit derivatives and its use in loan portfolio management. 22. Financial markets By the end of these modules, students should be able to: Discuss the economic function of the money market. Explain the function of the various money market instruments. Define repurchase agreements. Address the different kinds of interest rate quotations. Explain the economic function of the capital market. Analyze the public sector capital market instruments. Analyse the private sector capital market instruments. Discuss settlement procedures. Explain the exchange rate concept and distinguish between the direct and indirect quoting of foreign currencies. Explain the role of banks in the foreign exchange market. Discuss spot market transactions. Calculate cross rates. Define the two major methods of transferring foreign currency. Discuss the relationship of the foreign exchange market with the money market. Discuss interest arbitrage, foreign exchange swaps and forward contracts. Calculate cross-forwards, forward value dates and extensions of forward contracts.

ASSOCIATED ASSESSMENT CRITERIA

Assessment criteria are given for generic competencies, fundamental competencies, elective competencies and the core to the Master of Business Administration programme as follows: Fundamental competencies: 1. The Organisation in its Financial and Economic Environment (OFF841) Explain whether your firm a profit maximizer? Describe the nature of supply and demand for labour relevant to your firm. To what extend does government actions and/or policies affect your firm, at both the macro and micro levels? To what extend was the financial results for the two years 2001 - 2002, affected by the behaviour of the Rand/Dollar exchange rate. Discuss the concept value based management and understanding cash flow return on investment. In your opinion, how exposed is the organisation (specified in the case study) to a rather full-blown downturn in world economic activity. 2. Marketing With reference to the case study provided critically discuss the strengths, weaknesses, opportunities and threats to the company. Explain the differentiated marketing with reference to the case study and explain how differentiated marketing can be applied. Discuss the barriers to using brands as well as the standardisation of the brands. 3. Human resource management in action Report on own organisation making critical judgements and analysis of the following: Organisational context. Policy and practice of the HR management. Synthesise theory and practice. Recommendations. 4. Organisational studies Report on own organisation making critical judgements and analysis of the following: Structure, operations and culture. Measuring output. Improving output. Organisational development techniques. 5. Organisational decision making and information systems Report on own organisation making critical judgements and analysis of the following: Analysis of sales data and recommendations. Problems facing the business. Necessary processes and systems. Develop an entity relationship model. How IT can be used to improve the situation. 6. Developing strategies for economic and financial success Provide theoretical explanations for price stability and non-conclusive oligopoly. Mergers and acquisitions. Risk. As well as the effect of dividends (or not) on wealth of investors). 7. Change and competitive advantage in the global economy Provide a critical analysis of the following: The strategic position of a company. Strategic options. Two scenarios of global development. Changes required to implement. 8. International business strategy - managing a virtual organisation Assessment will comprise the following elements: Group Assessment: a presentation of group strategy at the residential before the simulation commences. Individual Assessment: an evaluation of a management development portfolio which not only records but also gives the rationale for decisions taken with respect to operational and strategic factors including assessments of the changing environment. 9. Integrated management case studies 1 & 2 Assessment will be made via two case study examinations. The conditions of the examination are designed to maximise opportunities to express prior learning. Participants will be able to bring into the examination hand-written notes and calculations they have made relating to the case. These must not exceed twenty A4 or equivalent sides of paper. They must be numbered, clipped together and identified as the participant's notes. They are also allowed to bring into the examination their annotated copy of the case study. All notes, calculations and annotated case studies will be collected in at the end of the examination. 10. Research methodology Research proposal. Dissertation (20 000 words). 11. Dissertation Dissertation (20 000 words) and research article. Core competencies: 12. Personal and managerial development Self-analysis in terms of organisational role, moral development, interpersonal relations, drives etc. Three interventions. Elective competenties: 13. Project management Critical analysis of a chosen project: Goals and objectives. Project leadership, teamwork and organisation. Problems encountered. Termination of the project. 14. Global marketing Questions on GUCCI case study. 15. Small and medium business management Strategic business plan for intended business, current business or business venture. 16. Strategic marketing management (planning and control) A critical analysis and discussion on the following areas: Introduction to planning and control: The management process. Strategic direction and strategic formulation. Strategy choice and evaluation. Strategic implementation and Control. 17. Strategic marketing management (analysis and decision making) A critical analysis and discussion on the following areas: The Marketing Audit/Situation analysis. Company missions and corporate settings. Marketing organisation . Marketing planning and control decisions. Marketing research decisions. Financial implications of the Marketing plan. 18. Managing not for profit and voluntary organisations Analytical comparison of a commercial and non-profit organisation. 19. Information management Own organisation's: IS and IT planning. Compared with models. Choosing an appropriate model. 20. Relationship management Relationship management discussed in terms of its components, marketing strategies, customer bonding and positioning, benchmarking, communication and promotion. 21. Strategic credit management and control Applied to a any chosen bank: Practical credit assessment and mortgage bonds. Internal and external factors. 22. Financial markets Interactions between South Africa's money market, capital market, foreign exchange market and deratives market, and influence of the JSE on the market. Integrated assessment: Damelin practices an integrated system of assessment, in terms of which students are assessed on an ongoing basis throughout the programme. Both formative and summative assessment methods are used. Students are required to complete work-based assignments, projects based on a business plan or proposals, case studies or integrative assignments or management reports, and formal written, and where applicable, oral examination/assessment, the results of which count towards the final mark for each module. The components of the final mark are determined separately for each module. In terms of providing feedback to students, this is provided separately for each module and contains detailed feedback. Included with the feedback report, students are informed of both positive and negative aspects of their formative and summative assessments. This is done in such a way as to enable students to learn from their first attempts, and to be able to improve on their performance in subsequent assessments. To affect this, the feedback provided is detailed and addresses the outcomes of the module in question.

INTERNATIONAL COMPARABILITY

The Damelin MBA is based on the MBA offered by Oxford Brookes University in the United Kingdom. The University was voted the "Top New University" in 1996, 1997, 1998 and 1999 by "The Times Good University Guide." We therefore have no reason to doubt that the quality and content of our programme are of an international standard. The MBA's curriculum incorporates the latest standards and practices in the discipline, and well-qualified academics and industry practitioners act as external examiners and moderators of the Programme. In addition, Damelin has an articulation agreement with The Oxford Brookes University, which facilitates the transfer of students between the two institutions.

ARTICULATION OPTIONS

With regard to vertical articulation, a student who wishes to proceed to further postgraduate studies at another higher education institution, having completed the Master in Business Administration Programme at Damelin, should be able to do so based on the knowledge and skills acquired during the course of the programme, provided, of course, that his/her academic performance has been of the required standard. At this time, the MBA is the highest academic qualification conferred by Damelin, thus making external vertical articulation the only alternative available to students. Based on previous cases, students who have completed the Damelin MBA have been accepted onto Doctoral studies at a variety of institutions. These include the Central University of Technology (Bloemfontein). In terms of this articulation process, students have been registered onto D.Phil as well as D. Tech programmes.

MODERATION OPTIONS

The Damelin MBA programme is subjected to a stringent Quality Assurance process where all modules are subjected to academic scrutiny. All Damelin MBA results are taken to a formally constituted examinations board, which sits twice per year. The Damelin MBA Exam Board consists of the Damelin academic head, all teaching faculty, administrative members of staff, as well as external representatives from public and other private providers. Before the formal sitting of the Damelin Examinations Board, all modules are sent to an external moderator. The external moderator is provided with a sample of scripts, the course lay-out and outcomes, as well as descriptive statistics. Based on this, a full report is drafted per module, which is then finally presented to the formal sitting of the Damelin MBA Examinations Board. During the formal board meeting, all moderators are requested to present their assessments of the respective modules to the full board. Based on the feedback, decisions in terms of possible further action, if required, are made. As soon as the Examinations Board has met, minutes of the proceedings are sent to the assessors of the various modules, even if they were present during the meeting. The purpose of this is to start a process of ensuring that any recommended changes in terms of teaching and learning are affected. The chairperson of the Examinations Board ensures, with the assistance of the administrative function, that the recommended changes are implemented. These are also followed up during the next sitting of the Exam Board where appropriate and required. Internal moderation: The lecturer/s responsible for a particular module is/are appointed as internal examiner/s for that module. Internal examiners are responsible for marking of all assessments related to the module for which they are responsible. External moderation: All final assessments at all levels of the curriculum are moderated by academic staff of public higher education institutions or by appropriately qualified industry practitioners. An external examiner is appointed in respect of each module or subject. Prior to every examination session, a copy of each examination paper, together with a marking memorandum and course outline, is sent to the relevant external examiner for moderation. Once the examination papers have been marked by the internal examiner, a sample pack for each module/subject is sent to the relevant external examiner. The moderator has access to all assessments, including assignments as well as formative and summative assessments. In addition to the actual papers, moderators are also provided with descriptive statistics on all the different assessments. To enable moderators to make a fair assessment of the integrity and quality of the module in question, they are also provided with a memorandum, the course lay-out, as well as the outcomes that are assessed in terms of the specific module. In terms of marking, external moderators are provided a brief in this regard. Personal meetings are also held to give further input on the approach taken by the examiner. In the case of practical assessments, external moderation takes place on campus. All external examiners must have the following attributes: Appropriate academic qualifications and/or practical experience. Subject expertise in the field in question. Previous experience as an external examiner in an equivalent programme. In terms of an appeal process, this is also available to students. If a student is dissatisfied with any given mark, they are allowed to appeal against the decision in writing. This appeal is then presented to the full sitting of the Damelin MBA Examinations Board where a final and binding decision is reached. These decisions are the also formally communicated to the student in question. Another function of the Damelin MBA Examinations Board is to make decisions about the quality of reports and moderation done by external representatives. As soon as the members of the Board feel there are shortcomings in terms of the quality of moderator's reports, corrective measures will be taken. In the event where no improvements are seen, the contract of the moderator will not be renewed. This ensures that only top-level moderators are appointed and that decisions based on their reports are seen to be reliable and valid.

CRITERIA FOR THE REGISTRATION OF ASSESSORS

All internal and external assessors are required to have the appropriate qualifications and specialized academic knowledge in their field, as well as working knowledge and experience in the assessment of learners.

REREGISTRATION HISTORY

As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006.

NOTES

This qualification has been replaced by qualification 58006, which is "Master of Business Administration", Level 8, 240 credits. .These qualifications will be realigned to what the CHE has termed Category C qualifications to comply with the HEQSF.

LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION:

When qualifications are replaced, some of their learning programmes are moved to being recorded against the replacement qualifications. If a learning programme appears to be missing from here, please check the replacement.

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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.

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