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: 

Bachelor of Technology: Management 
SAQA QUAL ID QUALIFICATION TITLE
62335  Bachelor of Technology: Management 
ORIGINATOR
University of South Africa 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
CHE - Council on Higher Education  HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
B Tech  Field 03 - Business, Commerce and Management Studies  Generic Management 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  480  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 "Reregistered" 		 SAQA 06120/18  2018-07-01  2018-12-31 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2019-12-31   2024-12-31  

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 
This qualification is intended for persons to function mainly at a strategic level in any enterprise. The qualifying learner will be competent in formulating, interpreting and implementing corporate strategy and policy. 

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
HET Bachelors (First) Degree at level 6
Language proficiency at level 4
Applying basic management skills at operational level; applying selected management principles and techniques in supporting and implementing strategies, policies and procedures at tactical level and to deal effectively with contemporary issues at tactical level. 

RECOGNISE PREVIOUS LEARNING? 
N 

QUALIFICATION RULES 
The qualification will be awarded to a learner who has provided evidence to the satisfaction of the assessors that the stated competence of the qualification, as detailed in the specified outcomes, has been achieved, either through education and training in a single provider's learning programme, or through experience that complies with the stated specified outcomes. 

EXIT LEVEL OUTCOMES 
A. Plan strategically to give direction to the enterprise in a dynamic environment
B. Implement goals and strategies successfully
C. Apply the concepts of strategic management on all management levels to cope with environmental challenges
D. Apply and interpret advanced financial principles
E. Apply administrative skills within the workplace
F. Apply the basic principles of research
G. Apply the principles of marketing within the enterprise
H. Manage human resources within the enterprise
I. Manage purchasing within the enterprise
J. Manage production within the enterprise

Specified outcomes:

A. Interpret the internal and external environment to select and plan an appropriate strategy (c) (5 credits) (NQF 7)
  • Set the strategy and gain commitment (c) (5 credits) (NQF 7)

    B. Implement, monitor and control the selected strategy (c) (5 credits) (NQF 7)
  • Evaluate and improve performance (c) (5 credits) (NQF 7)

    C. Implement strategies on all management levels (c) (10 credits) (NQF 7)
  • Integrate the actions in and between all levels of management during implementation of strategies (c) (10 credits) (NQF 7)

    D. Make financing and investment decisions using the calculated weighted average cost of capital (e) (10 credits) (NQF 7)
  • Calculate, interpret and evaluate the most commonly used capital budgeting techniques (e) (10 credits)
  • Analyse the entity's working capital position and make recommendations for improvement (e) (10 credits) (NQF 7).
  • Advanced financial analysis to assist in strategic management (e) (10 credits) (NQF 7).

    E. Apply administrative skills within the working environment (e) (40 credits) (NQF 7).

    F. Identify research needs and set objective (f) (5 credits) (NQF 7).
  • Use the relevant techniques for collecting information (f) (5 credits) (NQF 7).
  • Conduct research (f) (5 credits) (NQF 7).
  • Interpret data (f) (5 credits) (NQF 7).

    G. Manage the marketing function (e) (20 credits) (NQF 5b).

    H. Manage the personnel functions within an enterprise (e) (20 credits) (NQF 5b)
  • Understand and apply the concepts of organisational behaviour (e) (20 credits) (NQF 6).

    I Determine quality, purchasing quantities and sources of supply (e) (20 credits) (NQF 5b)
  • Integrate the purchasing function and techniques (e) (20 credits) (NQF 6)
    J. Manage the production function (e) (20 credits) (NQF 5b).
  • Manage the production function with computer systems (e) (20 credits) (NQF 6).

    Critical outcomes:
  • identifying and solving problems where responses display that responsible decisions using critical and creative thinking have been made.
  • working effectively with others as a member of a team, group, organisation or community
  • organising and managing oneself and one's activities responsibly and effectively
  • collecting, analysing, organising and critically evaluating information
  • communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion.
  • using science and technology effectively and critically, showing responsibility towards the environment and health of others
  • demonstrating an understanding of the world as a set of related systems by recognising that problem-solving contexts do not exist in isolation
  • contributing to the full personal development of each learner and the social and economic development of the society at large, by making it the underlying intention of any programme of learning to make an individual aware of the importance of:
  • reflecting on and exploring a variety of strategies to learn more effectively
  • participating in the life of local, national and global communities as responsible citizens
  • being culturally and aesthetically sensitive across a range of social contexts
  • exploring education and career opportunities
  • developing entrepreneurial opportunities 
    		•

    ASSOCIATED ASSESSMENT CRITERIA 
    A. Systems to review the organisation's external operating environment are developed
  • Customer needs with regards to, as well as opportunities and threats related to product and service development are identified
  • Driving forces in the political, statutory, regulatory, economic, social technological and natural environments can be evaluated and responded to appropriately
  • Existing and potential competitors and collaborators are identified and evaluated
  • Problems and opportunities in products are identified.
  • The organisation's structures and systems are reviewed and improved
  • Strengths and weakness of the management team are identified and evaluation
  • A plan is formulated to develop the effectiveness of a management team
  • Systems to review the generation and allocation of financial services are developed
  • The strengths and weaknesses of human resources are identified and evaluated.
  • The strengths and weaknesses of the organisation's marketing effort and its positioning in the market are identified and evaluated
  • The strengths of the organisation's technology and infrastructure are identified and evaluated.
  • The current and likely future interests of stakeholders are identified.
  • Stakeholders' capabilities of helping or hindering the achievement of the organisation's objectives can be influenced and evaluated.
  • A shared vision is created
  • A mission to give purpose to the organisation is developed
  • Appropriate objectives and strategies to guide the organisation are formulated
  • Values and policies to develop an appropriate organisational culture are defined
  • A social programme and a code of conduct for the organisation are developed
  • Support for the organisation's shared vision, mission, objectives, strategies, values, policies, social programme and code of conduct is gained.

    B. Proposals for programmes, projects and plans to meet the organisation's vision, mission and objectives are prepared and submitted.
  • Proposals for programmes, projects and plans in the light of the organisation's vision, mission and objectives are prepared and submitted.
  • Professional and technical advice on preparing and implementing programmes, projects and plans are provided.
  • Support for resources for programmes, projects and plans is generated and obtained
  • Agreement for programmes, projects and plans is negotiated and obtained
  • Contracts and agreements with staff and external executors of programmes, projects and plans are negotiated
  • Responsibility and authority for areas of action and for programmes projects and plans to be executed within the organisation are delegated.
  • Targets for staff and external executors of programmes, projects and plans are agreed on.
  • Advice, motivation and support for staff and external executors of programmes, projects and plans to solve problems are provided.
  • Improvements and progress are made.
  • Those who carry out planned work are promoted and protected.
  • Effective internal and external communication.
  • A diversity of working styles among teams and individuals consistent with the achievement of the organisation's vision, mission and objectives is encouraged
  • Collaborative and consultative working arrangements are identified, formulated and evaluated
  • Guidance on the ways in which values are to be expressed in work and working relationships is consulted upon and provided
  • Key financial and other indicators to monitor programmes, projects and plans are selected.
  • Data on performance against key indicators and update plans and schedules are obtained and evaluated.
  • Systems for managing future performance are developed.
  • Measures and criteria to evaluate the achievement of the organisation's vision, mission, objectives and policies are developed.
  • The extent to which the organisation's vision, mission, objectives and policies are being achieved is determined.
  • Causes of success and failure in programmes, projects, plans and their implementation are identified.
  • Possible strengths and weaknesses in the organisation's vision, mission, objectives and policies are identified.

    C. Actions on all management levels when implementing strategies are applied.
  • Programmes, projects and plans are vertically and horizontally co-ordinated and integrated during implementation of strategies.

    D. The weighted average cost of capital is calculated correctly.
  • Financing and investment decisions using the WACC are made to maximise stakeholder interest
  • Capital budget techniques re calculated, interpreted and evaluated correctly.
  • Basic strategies for efficient cash management are correctly applied to minimise financing needs.
  • The key features of the collection policy and the popular collection techniques are correctly explained.
  • Financial statements are correctly analysed
  • Applicable recommendations are made to assist the entity in achieving its strategic objective.

    E. The administrative functions and responsibilities are listed.
  • The use of technology is explained.
  • The operations of the administrative office environment of the future are discussed
  • The effectiveness of systems is determined
  • General negotiation skills are applied
  • The principles of contract law are applied
  • The principles of contract law are applied
  • Certain aspects of risk management within the working environment are applied
  • The difference between security, fraud, loss and security is distinguished
  • The importance of system security, commercial and industrial espionage, computer fraud and the confidentiality of information is explained

    F. Type of research is determined
  • Relevant resources and methods are determined
  • Purpose needs, objectives and link to design are formulated
  • Problem is identified and objectives and hypotheses are determined
  • Potentially useful secondary data is identified
  • Relevant secondary data is retrieved
  • Basic library skills are acquired
  • Related disciplines are consulted
  • A literature review to gain preliminary knowledge is done
  • A variety of secondary data and information-gathering techniques are used.
  • Cognitive information literacy skills in conducting the literature study are applied
  • Various methods and techniques are reviewed
  • Appropriate methods and techniques are chosen
  • Various scientific methods to analyse data using technology are identified
  • Valid conclusions are drawn

    G- The marketing function is managed
  • Strategic marketing planning, retail marketing and international marketing are done

    H. The personnel functions within an enterprise are managed
  • The concepts of organisational behaviour are understood and applied

    I. Quality, purchasing quantities and sources of supply are determined
  • The integration of the purchasing function and techniques is explained

    J The production function is managed
  • The production function together with computer systems is managed

    Integrated assessment:

    Written examinations
    Case studies
    Business simulations/games or logbook (experiential learning component) 
    		•

    ARTICULATION OPTIONS 
    Vertical articulation with the M Tech: Management 

    MODERATION OPTIONS 
    SERTEC/HEQL
    Advisory Committee 

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    Experience

    Seven years' management or teaching experience in the field of management. 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2006; 2009; 2012; 2015. 

    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.
     
    1. University of South Africa 


    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.