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 UNIT STANDARD THAT HAS PASSED THE END DATE: 

Manage and improve communication processes for a motor retail business 
SAQA US ID UNIT STANDARD TITLE
243471  Manage and improve communication processes for a motor retail business 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular-Fundamental  Level 6  Level TBA: Pre-2009 was L6  10 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Passed the End Date -
Status was "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 
Management of a motor retail business is dependent on effective communication. This unit standard reflects the skills required to:
  • Contribute to and implement a communication strategy for the motor retail business.
  • Manage communication and communication processes, policies and procedures.
  • Use information and communication processes effectively.

    It also reflects the understanding of:
  • Principles of effective communication.

    This unit standard would be assessed in any motor retail business which includes a combination of several of the following:
  • New vehicle sales.
  • Used vehicle sales.
  • Vehicle finance and insurance.
  • Vehicle servicing and repairs.
  • Parts and accessories.
  • Body repairs.
  • Leasing.
  • Rental.
  • Retail finance and administration.
  • Specialised services such as:

    > Automotive engineering and engine rebuilding.
    > Customising and tuning.
    > Wheels, tyres and shock absorbers.
    > Auto-electrical diagnostics and repairs.
    > Fleet management.
    > Vehicle security, environmental and entertainment systems.

    The skill, the knowledge and the values reflected in this unit standard form part of the exit level outcomes required for the National Diploma in Business Management (Motor Retail): NQF Level 6. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    The credits for this qualification are based on the assumption that the learner either has a formal qualification and some experience of the motor retail business or has extensive experience within the motor retail business. If a learner does not have such experience or qualifications, the learning time will be increased.

    Learners are assumed to have management, administrative, human resource, financial, operational, organisational, marketing, sales, problem solving, situational analysis, relationship, decision making and planning skills at NQF Level 5 in the context of the motor retail industry. Such skills may be acquired through the National Diploma in Business Management (Motor Retail): NQF Level 5. The allocation of credits is also based on the assumption that the learner will be working towards this qualification as part of a learning programme which integrates the unit standards. 

    UNIT STANDARD RANGE 
    Communication includes formal and informal communications, correspondence, e-mails, reports, newsletters, communication with both internal and external stakeholders.

    While marketing also has an element of communication, this unit standard does not primarily deal with marketing.

    Further information on the scope and level of this unit standard is indicated by range statements related to the specific outcomes. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Contribute to the development of a communication strategy and interpret, customise and implement a communication strategy. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Communication processes within the motor retail business are established and functioning. 
    ASSESSMENT CRITERION RANGE 
    This assessment criterion includes customisation for particular groups of stakeholders.
     

    ASSESSMENT CRITERION 2 
    Own contribution to communication strategy demonstrates understanding of the relevant concepts and principles and their application. 

    ASSESSMENT CRITERION 3 
    Interpretation and customisation of strategy is appropriate to the particular context. 

    ASSESSMENT CRITERION 4 
    Implementation is planned, carried out, evaluated and adjusted as required. 

    SPECIFIC OUTCOME 2 
    Monitor and review communication processes and related policies and procedures and implement improvements where required. 
    OUTCOME RANGE 
    Communication processes include internet, intranet, newsletters, correspondences, press releases, meeting minutes; dissemination of communication from principals, partners and suppliers, customers; collection, gathering and directing of information; oral, written and electronic communication; formal and informal, internal and external meetings. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Communication processes within the motor retail business are effective and efficient. 

    ASSESSMENT CRITERION 2 
    Potential barriers to communication are identified and managed. 
    ASSESSMENT CRITERION RANGE 
    Managed includes resolving potential conflict situations, clarifying misunderstandings and unclear or unfocussed communication.
     

    ASSESSMENT CRITERION 3 
    Unambiguous communication results in exchange of relevant knowledge and promotes development of shared values and understanding. 

    ASSESSMENT CRITERION 4 
    Ethics and principles of good communication are maintained. 
    ASSESSMENT CRITERION RANGE 
    Ethics and principles of good communication: eg not speaking to the press without authority; observing confidentiality and privacy; two-way communication, simple language, avoidance of jargon.
     

    ASSESSMENT CRITERION 5 
    Standards set by principals are adhered to. 

    SPECIFIC OUTCOME 3 
    Network with a variety of contacts to share, gather and evaluate information. 
    OUTCOME RANGE 
    Share includes achieving transparency. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Interactions with others are appropriate to the nature of the relationship. 

    ASSESSMENT CRITERION 2 
    Appropriate opportunities to exchange or provide information are recognised and taken or proactively sought if necessary. 

    ASSESSMENT CRITERION 3 
    Appropriate relationships are developed and maintained to support organisational objectives. 

    ASSESSMENT CRITERION 4 
    Information collected is verified and validated. 

    ASSESSMENT CRITERION 5 
    Information is used appropriately. 

    SPECIFIC OUTCOME 4 
    Communicate information to a variety of audiences. 
    OUTCOME RANGE 
    Variety of audiences includes higher levels in the larger organisation, external partners, suppliers, sub-contractors, institutions, customers, personnel, etc.

    Information includes all forms of documentation and oral presentations. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Information is accurate, concise, in the appropriate format and meets audience needs. 

    ASSESSMENT CRITERION 2 
    Appropriate technology is used effectively to present information. 

    ASSESSMENT CRITERION 3 
    Communications are clear, accurate, relevant, sufficiently detailed and appropriate for the particular audience. 

    ASSESSMENT CRITERION 4 
    Delivery of information demonstrates knowledge of the pertinent facts and confidence in the value of the information. 

    SPECIFIC OUTCOME 5 
    Lead meetings and discussions to address issues and make and communicate decisions. 
    OUTCOME RANGE 
  • Lead also includes contributing to meetings and discussions.
  • Meetings can be formal or informal. 
    		•

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The format, participants and preparations are appropriate for the purpose and context of the meeting. 
    ASSESSMENT CRITERION RANGE 
  • Format: formal and informal.
  • Participants: sub-ordinates, colleagues, higher level management, specialists, suppliers, customers, representatives of regulatory bodies, industry agencies, etc.
  • Preparations include setting meeting objectives, drawing up an agenda, ensuring documentation is prepared and participants are informed.
     
    		•

    ASSESSMENT CRITERION 2 
    Meeting objectives are achieved through appropriate leadership style and management of the meeting. 
    ASSESSMENT CRITERION RANGE 
    Leadership style and management: establishing the purpose, supplying contextually relevant information, encouraging helpful contributions and discouraging unhelpful, allocating time to topics effectively, encouraging participation, encouraging consideration of alternatives, facilitating decision making, recording of decisions and follow up.
     

    ASSESSMENT CRITERION 3 
    Contribution to meetings and discussions is constructive and supports problem solving and decision making. 
    ASSESSMENT CRITERION RANGE 
    Contribution is constructive: preparation of information; clear, accurate, timely presentation; clarification of problems; identification and assessment of solutions; acknowledgement of other viewpoints and contributions; effective representation of group views; resolution of conflicts.
     

    ASSESSMENT CRITERION 4 
    Discussions and conversations are managed to achieve their purpose. 

    SPECIFIC OUTCOME 6 
    Negotiate with various stakeholders, suppliers or business partners. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The objectives of the negotiations are established and achieved. 

    ASSESSMENT CRITERION 2 
    An appropriate range of negotiation approaches, methods and techniques are applied. 

    ASSESSMENT CRITERION 3 
    Negotiating processes are evaluated to identify improvements required in approach or technique, and appropriate corrective action is taken. 

    ASSESSMENT CRITERION 4 
    Relationships with key stakeholders and business partners are enhanced. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    Assessment will be governed by the policies and guidelines of a relevant Education and Training Quality Assurance body (ETQA), which has jurisdiction over this field of learning. The policies and procedures of the relevant ETQA will also determine:
  • How the assessment is moderated.
  • How a learner can appeal against the outcome of the assessment.

    Any institution or company which offers learning to achieve the purpose of this unit standard must be accredited as a provider through the relevant ETQA.

    The integrated assessment should be based on a summative assessment guide. The guide will specify how the assessor will assess different aspects of the performance and will include:
  • Evaluating evidence in a portfolio of evidence, particularly projects which integrate various aspects of the unit standard and which demonstrate the integration of knowledge, skills and values, and the development of the critical outcomes.
  • Observing and listening to the learner at work, both in primary activities as well as in other interactions, or in relevant simulations.
  • Asking questions and initiating short discussions to test understanding and to verify other evidence.
  • Looking at records and reports.
  • Formative assessment.

    Assessment of competence for this unit standard is based on experience acquired by the learner in the workplace, within the particular motor retail context. The assessment process should cover the explicit tasks required for the unit standard as well as the understanding of the concepts and principles that underpin the management process.

    The assessment process should also establish how the learning process has advanced the Critical Cross-Field Outcomes.

    The learner may choose in which language he/she wants to be assessed. This should be established as part of a process of preparing the learner for assessment and familiarising the learner with the approach being taken.

    Assessors should also evaluate evidence that the learner has been performing consistently over a period of time.

    The assessment for this unit standard can be done in conjunction with the assessment of other unit standards related to a qualification, and in conjunction with the assessment for the qualification as a whole. 
    		•

    UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    The following items reflect the broad range and types of knowledge that the assessor will evaluate. However, care should be taken that these items listed are used as a guide and are not seen as being prescriptive. This is especially true if examples are given. Knowledge in this field evolves quickly. Alternative approaches and models are equally acceptable:

    Names and functions of:
  • Communication processes.
  • Internal and external stakeholders. (suppliers, partners, sub-contractors, employees, business units, clients, customers, etc)
  • Communication channels.

    Purpose of:
  • Effectiveness in communication.
  • Developing and maintaining relationships.
  • Communication with a variety of audiences.

    Attributes, descriptions, characteristics and properties:
  • Effective communication.
  • Human behaviour and team dynamics in social and business contexts.
  • Negotiation approaches, methods and techniques.
  • Barriers to communication.
  • Communication channels.
  • Meeting formats and preparations.

    Processes and events:
  • Communication processes.
  • Overcoming barriers to communication.
  • Developing and presenting reports and proposals.
  • Negotiation.
  • Problem solving.
  • Decision making.
  • Presenting information.
  • Interpreting and customising a communication strategy.
  • Using technology effectively for communication purposes.

    Causes and effects, implications of:
  • Impact of human behaviour and team dynamics on communication and interpersonal relations.
  • Impact of different communication styles.
  • Implications of poor communication processes, and application of processes.
  • Barriers to communication.

    Procedures and techniques:
  • Problem solving techniques.
  • Decision making techniques.
  • Negotiating.
  • Presentation techniques.
  • Use of technology for communication purposes.

    Sensory cues:
  • Related to effective communication. (body language, tone of voice, effective visual presentation, etc)

    Regulations, legislation, agreements, policies, standards:
  • Company policies and procedures.
  • Relevant legislation.

    Theory: rules, principles, laws:
  • Communication ethics.
  • Communication flow.
  • Principles of effective communication.

    Categories:
  • Of communication.
  • Of stakeholders.
  • Of communication processes.

    Relationships, systems:
  • Impact of communication processes on motor retail business performance. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Identify problems in communication processes and related policies and procedures and implement improvements. 
    		•

    UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Contribute to meetings and discussions in a manner that is constructive and supports problem solving and decision making. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Plan, carry out, evaluate and adjust the implementation of the communication strategy. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Collect, verify and validate information required for decision making. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Communicate clearly, accurately and appropriately for the particular audience.
  • Use unambiguous communication to exchange knowledge and develop shared values and understanding. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use technology appropriately to communicate with, and to present information to, a range of audiences. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Describe the value of an effective communication strategy and effective communication processes for the motor retail business. 
    		•

    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 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Elective  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  As per Learning Programmes recorded against this Qual 


    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.
     
    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.