![]() |
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 UNIT STANDARD: |
Apply communication principles, strategies and processes in a leadership role |
SAQA US ID | UNIT STANDARD TITLE | |||
120394 | Apply communication principles, strategies and processes in a leadership role | |||
ORIGINATOR | ||||
SGB Administration | ||||
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY | ||||
- | ||||
FIELD | SUBFIELD | |||
Field 03 - Business, Commerce and Management Studies | Public Administration | |||
ABET BAND | UNIT STANDARD TYPE | PRE-2009 NQF LEVEL | NQF LEVEL | CREDITS |
Undefined | Regular-Fundamental | Level 4 | NQF Level 04 | 6 |
REGISTRATION STATUS | REGISTRATION START DATE | REGISTRATION END DATE | SAQA DECISION NUMBER | |
Reregistered | 2018-07-01 | 2023-06-30 | SAQA 06120/18 | |
LAST DATE FOR ENROLMENT | LAST DATE FOR ACHIEVEMENT | |||
2024-06-30 | 2027-06-30 |
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 unit standard does not replace any other unit standard and is not replaced by any other unit standard. |
PURPOSE OF THE UNIT STANDARD |
This Unit Standard is useful to learners who will be working within a Public Sector, Local Government, commercial or community environment, and will fulfill a leadership role as part of their job. This Unit Standard will also add value to public officials who are seeking to develop a career pathway towards an accomplished integrated development planner or public sector management and administration specialist.
The qualifying learner is capable of: |
LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING |
It is assumed that learners are competent in Communication at NQF Level 3, or the equivalent thereof. |
UNIT STANDARD RANGE |
N/A |
Specific Outcomes and Assessment Criteria: |
SPECIFIC OUTCOME 1 |
Explain communication processes and the role of the leader in this process. |
OUTCOME RANGE |
Sectors include the public sector; local and other institutions. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
A model of communication is described and explained in a specific context or organisation. |
ASSESSMENT CRITERION 2 |
The model is applied to a specific communication programme within a specitic context or organization. |
ASSESSMENT CRITERION 3 |
The efficacy of the communications model is determined and any gaps in communications process identified with examples. |
ASSESSMENT CRITERION 4 |
Proactive communications solutions are identified in relation to any gaps. |
ASSESSMENT CRITERION 5 |
Feedback mechanisms within an organizational structure are identified and discussed in relation to establishing effective communications to inform all roleplayers. |
ASSESSMENT CRITERION 6 |
Evaluation tools for measuring communications outcomes are identified and explained in relation to a leadership communications context. |
SPECIFIC OUTCOME 2 |
Identify and utilise appropriate communication tools and strategies. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
Communication methodologies and tools are identified in order to convey messages according to specific communication requirements. |
ASSESSMENT CRITERION RANGE |
Communication methodologies extend to verbal, written and computerised methodologies, and the tools can include but are not limited to telephonic, email, intranet, internal memorandums and reports, external correspondence, slide presentations, visual aids, external reports, contracts and agreements, meetings. |
ASSESSMENT CRITERION 2 |
The audience is considered in respect of the message to be conveyed and communication tools are appropriate to the type of audience. |
ASSESSMENT CRITERION RANGE |
The audience includes but is not limited to internal stakeholders, colleagues and managers, external stakeholders, customers, literate, illiterate and semi-literate persons, national and internationally diverse cultures, language type. |
ASSESSMENT CRITERION 3 |
The focus of the message is considered in determining most appropriate communications tools and strategies. |
ASSESSMENT CRITERION 4 |
Oral and written communication skills are effectively used in interpersonal and organisational communication. |
ASSESSMENT CRITERION 5 |
The role of body language and non-verbal communications are discussed in relation to the leadership role. |
ASSESSMENT CRITERION 6 |
A communications strategy is clearly defined and implemented according to public sector policies and procedure. |
ASSESSMENT CRITERION 7 |
Presentation and public speaking skills are applied for prepared and unprepared communications interventions in a leadership context. |
SPECIFIC OUTCOME 3 |
Utilise information technology to enhance communications. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
Computer programmes are identified and utilised to enhance communications. |
ASSESSMENT CRITERION RANGE |
Computer programmes include but are not limited to word processing packages, spreadsheets, accounting and financial packages, presentation packages, internal systems and programmes, databases, internet programmes, email programmes and intranet programmes. |
ASSESSMENT CRITERION 2 |
The impact of information technology on the interpersonal relations and other organisational activities is identified and explained with examples. |
ASSESSMENT CRITERION 3 |
Workplace data is analysed and communicated using information technology. |
ASSESSMENT CRITERION 4 |
Problem areas pertaining to technology are identified with examples. |
ASSESSMENT CRITERION 5 |
Possible solutions to improve technology in own work context are outlined with examples. |
SPECIFIC OUTCOME 4 |
Develop strategies overcome barriers to communication. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
Strategies to deal with barriers to interpersonal communication are explained outlining ways to deal with them. |
ASSESSMENT CRITERION 2 |
Strategies for managing conflict in interpersonal communication are explained outlining constructive ways to deal with them. |
ASSESSMENT CRITERION 3 |
Typical communications barriers within a specific context are identified outlining methodologies to address these. |
ASSESSMENT CRITERION 4 |
Cultural diversity and protocol is considered in all communications strategies and any barriers related thereto are appropriately and professionally addressed. |
ASSESSMENT CRITERION 5 |
Ways of enhancing communications with different personalities are identified and applied in a given context. |
SPECIFIC OUTCOME 5 |
Apply the theories, principles and models of communication to a leadership role within a specific context. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
The inner circle of communication is applied to leadership situations. |
ASSESSMENT CRITERION RANGE |
The inner circle includes listening, analysing and responding and the 'inside-out' principle of taking cognisance of communications with others. |
ASSESSMENT CRITERION 2 |
Levels of trust and goodwill are established in order to enhance communication. |
ASSESSMENT CRITERION 3 |
Communication outcomes and objectives are clearly planned and implemented in various leadership scenarios. |
ASSESSMENT CRITERION 4 |
Methodologies for promoting vision with different types of roleplayers are identified and implemented from a leadership perspective. |
ASSESSMENT CRITERION 5 |
The principles of democracy underly all leadership communications are integrated into communications strategy. |
ASSESSMENT CRITERION 6 |
The principles of Batho Pele are applied to all leadership communications. |
ASSESSMENT CRITERION RANGE |
The principles of Batho Pele include but are not limited to consultation, sustaining quality service standards, access, courtesy, information, openness and transparency, redress, value for money. |
SPECIFIC OUTCOME 6 |
Apply the principles of effective communications in media relations. |
ASSESSMENT CRITERIA |
ASSESSMENT CRITERION 1 |
The role of the media in communications is discussed with examples relating to leadership and local government contexts. |
ASSESSMENT CRITERION 2 |
Communication strategies and techniques in media relations are identified and discussed with examples. |
ASSESSMENT CRITERION 3 |
The importance of tact and diplomacy are discussed in media relations. |
ASSESSMENT CRITERION 4 |
Presentation and public speaking skills are applied in media relations. |
UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS |
UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE |
The learner must demonstrate an understanding of:
|
UNIT STANDARD DEVELOPMENTAL OUTCOME |
N/A |
UNIT STANDARD LINKAGES |
N/A |
Critical Cross-field Outcomes (CCFO): |
UNIT STANDARD CCFO IDENTIFYING |
Identify and solve problems using critical and creative thinking processes to enhance communications and solve communications problems. |
UNIT STANDARD CCFO WORKING |
Work effectively with others as a member of a team, group, organization or community to convey messages of communication and define and utilise appropriate communication strategies. |
UNIT STANDARD CCFO ORGANISING |
Organise and manage oneself and one's activities responsibly and effectively in order to ensure expedience and efficacy of communications. |
UNIT STANDARD CCFO COLLECTING |
Collect, analyse, organize and critically evaluate information in order to overcome communications barriers, analyse audience and convey messages effectively in all communications. |
UNIT STANDARD CCFO COMMUNICATING |
Communicate effectively using visual, mathematical and/or language in the modes of oral and/or written persuasion to interpret and convey messages. |
UNIT STANDARD CCFO SCIENCE |
Use science and technology effectively and critically, showing responsibility to the environment and health of others in conveying communications messages and utilizing communications technology. |
UNIT STANDARD CCFO DEMONSTRATING |
Demonstrate an understanding of the world as a set of interrelated systems by recognising that problem-solving contexts do not exist in isolation and that communications strategies must be considered in a wider context according to the various audiences, cultures, protocols. |
UNIT STANDARD CCFO CONTRIBUTING |
Participating as responsible citizens in the life of local, national and global communities by being conscious of the nature and method of communications undertaken. |
UNIT STANDARD ASSESSOR CRITERIA |
N/A |
REREGISTRATION HISTORY |
As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. |
UNIT STANDARD NOTES |
Additional
Articulation Possibilities: This Unit Standard will enable a learner to articulate to other qualifications in Financial Management, Financial Services, Business Administration, Public Finance Management and Administration, Municipal Finance and Administration, Generic management, Human Resources. |
QUALIFICATIONS UTILISING THIS UNIT STANDARD: |
ID | QUALIFICATION TITLE | PRE-2009 NQF LEVEL | NQF LEVEL | STATUS | END DATE | PRIMARY OR DELEGATED QA FUNCTIONARY | |
Core | 58578 | National Certificate: Local Government Councillor Practices | Level 3 | NQF Level 03 | Reregistered | 2023-06-30 | LG SETA |
Core | 50081 | Further Education and Training Certificate: Leadership Development | Level 4 | NQF Level 04 | Reregistered | 2023-06-30 | LG SETA |
Core | 66809 | Further Education and Training Certificate: Sport Technical Officiating | Level 4 | NQF Level 04 | Reregistered | 2023-06-30 | CATHSSETA |
Core | 64129 | National Certificate: Warship Operations | Level 5 | Level TBA: Pre-2009 was L5 | Reregistered | 2023-06-30 | SAS SETA |
PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: |
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. | A.S.A.P Training and Consulting |
2. | Afriwealth Consulting |
3. | Akadon Trading (Pty) Ltd |
4. | All Access Holdings |
5. | Alpha Business Consultants |
6. | Amadube Investments CC |
7. | ARMS - Audit & Risk Management Solutions |
8. | Asiphokuhle Training and Research Institute |
9. | Avenida (Pty) Ltd |
10. | Bright Day Consultancy |
11. | Bright Ideas Projects 2905 cc |
12. | Brilliant Affairs |
13. | Bull's Business and Skills Training Institute |
14. | CB Willemse Training |
15. | Change Strategies Consulting Services CC |
16. | Coceka Consulting |
17. | Concepts of Sustainable Management (CSM) |
18. | Cradle Stars Trading Enterprise |
19. | Danearl (PTY) LTD |
20. | Dee's Training (PTY) LTD |
21. | Development Bank of Southern Africa (DBSA) |
22. | Ditlou Sons and Daughters |
23. | DM Training Consultants |
24. | Eagle Greek Inverstment T/A Mollo consulting |
25. | Eastern Rose Enterprise |
26. | Elective Training Institute Enterprise CC |
27. | Escaderode Training Enterprise |
28. | Eskilz College (Pty) Ltd |
29. | Ethembeni Multi Service Enterprise (Pty) Ltd |
30. | Excellent Minds Institute (Pty) Ltd |
31. | Falcon Business Institute (PTY |
32. | Faranang Marketing |
33. | Frugatrax Consultants |
34. | GATYANA TRAINING ACADEMY |
35. | Giant Alive Services |
36. | GOBELA CONSULTING |
37. | HDPSA |
38. | Hlombe and Associates |
39. | IALE School of Advanced Learning Education |
40. | IGKM Management Services (Pty) Ltd |
41. | Ikhaya Training and Consulting |
42. | Inafrica General Trading Pty LTD |
43. | Itumeleng Wellness Solutions |
44. | Izwelethu Black Diamond |
45. | Jabukile Consultancy |
46. | Jerisi Development Propeller NPC |
47. | Johsie Enertprise |
48. | Josmap Training Institute |
49. | K Shabangu FET College |
50. | Kuyakhula Development Initiatives |
51. | Leap Projects |
52. | LETZAA Group |
53. | LMMM Training and Development |
54. | LO Tantsi Fire Consultants CC. |
55. | Londimvelo Consultants |
56. | Magumzane Traiding cc |
57. | Makaota Training Consultants |
58. | Makavila Suppliers CC. |
59. | Makgoka Development Facilitation (PTY) Ltd. |
60. | Makhuba Development Projects CC |
61. | Mamuhle Academy |
62. | Management College of Southern Africa (MANCOSA) |
63. | MARS Business Consulting |
64. | Matsila Holdings |
65. | Memello Trust |
66. | Menliserve |
67. | Mimosa Business Consultants |
68. | Mission Point Consulting |
69. | MJ Mafunisa Consulting (PTY) LTD |
70. | MML Consulting CC. |
71. | Mohlaje Solutions (Pty) Ltd |
72. | MTK Corporate Solutions |
73. | MUHANGWENE DEVELOPMENT ENTERPRISE |
74. | Nalengmokoni Investors (Pty) Ltd |
75. | Ndotha General Trading |
76. | NEDTEX73 |
77. | Nkqubela Community Developers |
78. | Nokusho M Consulting and Trading |
79. | Onyx Training Support |
80. | Opelong Business Institute |
81. | Outeniqua Leadership Institute |
82. | Pioneer Business Consulting |
83. | PMA Holdings (PTY ) LTD. |
84. | Princetop Corporative Training (Pty) Ltd |
85. | Rally Business Consulting |
86. | RCG Markets |
87. | Regent Business School (Pty) Ltd t/a Regent Business School |
88. | Resonance Institue of Learning |
89. | Salt Lake Residence Action Group (SARAG) |
90. | Sebenzisanane Human Capital |
91. | Silalele Consulting CC. |
92. | SIZA NESU TRAINING AND DEVELOPMENT |
93. | South African ABET Development Agency SAADA |
94. | South African Corporate Training Association |
95. | South African Governance and Business College |
96. | South West Gauteng College - Molapo Campus |
97. | STARPLEX 408 CC |
98. | Tachfin Holdings |
99. | Talent Centre Training |
100. | Talent Emporium Academy (PTY) Ltd |
101. | Tasc Business Consulting and Training |
102. | TCNS Resources (PTY) Ltd |
103. | The Crimson CO CC. |
104. | Thinking Mind Trading |
105. | Thubelihle Graduate Institute |
106. | Thuto-Boswa Education and Training Solution |
107. | Tloumogale Business Development & Consulting |
108. | Tovani Traiding 299 |
109. | Tradesman Consulting and Training Solutions |
110. | Transafric Consulting Pty Ltd |
111. | Tshepang Consulting & Project |
112. | Tshwane Training Institute (PTY) LTD. |
113. | Tummo Development Enterprise |
114. | Tumpu Trading and Projects |
115. | Ubuqhawe Consulting (Pty) Ltd |
116. | Umbuso Training Services |
117. | Umfolozi FET College |
118. | UNIVERSITY OF BUSINESS EXCELLENCE(PTY)LTD |
119. | Vibra Skills CC. |
120. | Vicmat Consultants |
121. | Vision Africa Training Institute |
122. | VISIONARY SKILLS ACADEMY |
123. | Vumilia Africa Group |
124. | WEINVEST INVESTMENT CC |
125. | World Pace Development and Training Institute |
126. | Zag Consultants |
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. |