Information Sheet Harambee University 2022/2023

HARAMBEE UNIVERSITY
Ethiopian TVET-System Curriculum
Information Communication Technology
Database Administration
LEVEL IV

Based on
Occupational Standards (OS) and Curriculum

Learning Guide
Unit of Competence: - Manage & maintain small / medium
business operations
LO#1. Identify Daily Work Requirements

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Introduction to Unit
This unit covers the operation of day-to-day business activities in a micro or
small business.

The strategies involve the developing, monitoring and managing work

activities and financial information, developing effective work habits and
adjusting work schedules as needed.

It is particularly suitable to department managers within a larger organization or

to executives responsible for their own business or franchise in the financial
industry.

The unit requires the application of management, communication and

problem solving skills to operate a micro to small business or department.

It may be applied to the financial services industry.

Topics addressed include:

 Identify daily work requirements
 Resources
 Monitor and manage work
 Business goals
 Problem solving techniques
 Develop effective work habits
 Time management strategies
 Internal and external business sources
 Interpret financial information
 Evaluate work performance

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LO#1. Identify Daily Work Requirements

This may already be known to you as applied to sales or in some other forum but in basic terms
the application is that the majority of the client base;
1. Contribute little to profitability
2. Account for most the expenses
3. Waste most time

Resources and Constraints

To be considered under the following sections;
 Managing Operations
 Managing the Process
 Managing the People
 Managing Your Place of Business
 Managing Equipment Resources
 Managing Information

Managing Operations
How operational functions are managed will be guided by the type, special considerations e.g.
qualification, size, retail, wholesale etc.

Therefore there is not a blueprint that covers all situations rather the function tailored to suit the
business.
However the basics can be accepted to be the same, creating a product and/or service,
managing resources etc.
The employment of the right people to undertake the roles, coordinating their efforts to
achieve the very best results.

Managing the Process

Here there is a need to consider the process of the business how the inputs are converted
into outputs to meet customer requirements with a view to having an efficient process.
Productivity gains can only come from either;
 Cost reductions, or
 Increased production or output
Technological advance or introduction has been a large contributor to efficiency as the
human resource has attained its limits.

Finding new, better Methods for doing things can impact on cost savings and releasing
costly alternate expenditure.

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In the work place this can involve a critical analysis of methods that have been in place for
many years. Some simple solutions may improve the performance yet others of more
complex natures might be required.

Managing the People

Described as the biggest headache in the operation of a business by managers!
‘Getting workers to do what you want them to do’.
Yet employees have conveyed that the biggest problem is finding out what management
wants, changing the goalposts, no authority and a lack of feedback on performance.

Five essential elements of productivity are;

Role Clarity
People need to know what it is that they are expected to do clearly & specifically

Correct job placement

Employees to be temperamentally suited to the type of work that they are doing so that they
can derive satisfaction and want to do it well

Competency
People need to be trained properly in how to do the job and given the time to build up their
experience and confidence

Systems Support
Employees need enough time and information, and systems and other mechanisms in the
job environment that help them to do a good job, not to hold back their efforts.

Leadership and guidance

Employees need to be guided or given strong management so that they feel supported.
The keys to unlocking quality performance are what to, want to, how to, and a
Chance to.

In summary you need the right person in the right job at the right time. For consideration
here are the following aspects of people management:
 Staff numbers
 Creating an organizational structure
 Job analysis and design
 Job descriptions and person specifications
 Monitoring performance

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Staff Numbers
There is mention of how to estimate staffing needs with reference that traditionally managers
run businesses under requirements much of the time.

This could be on the basis that although staff is under pressure they are able to handle it.
Additionally, if over resourced, they will adjust to the lower performance level as well.
Small business can rarely afford to carry a full time worker who is not fully occupied.
Consider needs carefully as it is much easier to increase hours than to decrease them.
Therefore there is a need to weigh up the advantages and disadvantages of hiring full time,
part time or casual staff.
 Full Time
 Part Time
 Casual
 Outsourced

Organizational Structure
This is where the structure so that all the workers can work together effectively.

In all efficient businesses staff must know what their roles are and additionally what
their coworkers do as well.

It is essential that all workers are able to see where their role fits into the overall business
structure.

A clear understanding of their role and the expectations placed upon it will aid in how the job
relates to others and contributes to the goals and objectives of the business.

Any organizational structures should address;

 What role each position plays in the business
 How each position contributes to productivity
 What skills and experience they need
 What they will cost
 At what stage people will be hired.

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Job Analysis & Design

The aim of the job analysis is to consider the following:
 What is to be done
 How it is to be done
 Why it is necessary
 The skills involved
Things to be considered are inputs, work procedures and output.

Job Description & Person Specifications

A job description is an outline of the main tasks and responsibilities involved in a particular
job.

It should also include the performance criteria by which an employee’s performance will be
measured. E.g. sales representative to achieve certain set sales targets.

Monitoring Performance
The dreaded time when someone tells the staff member how they are going.

If the role has been undertaken correctly there should not been any surprises because it is not
just a once a year function rather than an ongoing process.
Performance appraisal should be a tool for improvement [if required] not a process for fear.

The manager can use it to;

 Allocate resources
 Reward deserving employees
 Provide feedback for workers
 To identify training and further development

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