APPENDIX A: ASSIGNMENT COVER SHEET

ASSIGNMENT COVER SHEET

Mathebula
Surname
Nancy Pearl
First Name/s
164224
Student Number
Public administration 2b
Subject
2
Assignment Number

Tutor’s Name

Examination Venue
17 September 2021
Date Submitted
Y
Submission (√) First Submission Resubmission

P. O. Box 576
Postal Address
Coblentz

0772
Nancymathebula422@gmail.com
E-Mail
(Work)
(Home)
Contact Numbers
(Cell) 0605040050

January 2020
Course/Intake

Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.

Signature: N. P. Mathebula Date: 17 September 2021

GRIVANCES AND CONFLICT RESOLUTION MECHANISM BY EDCON
EMPLOYEES

All people involve in this formal process will retain the right to contact an external
agency for advice, support or assistance at any stage of the process, including any
dissatisfaction with resolution of the complaint.

STEP1. If informal resolution procedures do not reach an outcome to the satisfaction of

all parties involved, the person with concerns (the notifier) should be directed to first
discuss the situation with the House Grievances Officer appropriate for the particular
circumstances. The notifier will also be given a copy of the conflict and Grievance
Resolution Policy

STEP 2. If the person with concern concerns wishes to proceed, the Grievance Officer
will request the complete, sign and date the conflict and Grievance Notification Form,
with supporting supporting documentation if appropriate, detailing their view of the
situation, and submit it to the Grievance Officer. A person must be given independent
support to put things in writing if they require it.

STEP 3. The Grievance Officer will offer assistance to the person with concerns, talk
about the problem or grievance and how they would like to see the complaint resolved,
and explain the formal conflict ang grievance resolution prcedures that are available. In
consultation with the notifier, the Notification Form may be amended if the notifier
requires and \ agrees to the revision, for example to make sure the issue are clear or
that abusive language or put downs are not included.

STEP 4. People will reasonably expect to know if their behavior or their decision is a
problem for another person or group. Therefore, once finalized and signed, a copy of
the Notification Form will be provided to the other parties identified on the form as being
involved in the conflict and Grievance Resolution Policy at the same time as they are
provided with the Notification Form.

STEP 5. The Grievance Officer will check that all documents which define how the
House should operate, such as House policies and procedures, Codes of conduct, the
Constitution or Model Rules, the Strategic framework and the funding Agreement, are
being properly followed and applied. In some cases, these will provide the basis for
resolution of the conflict. During this time, the Grievance Officer may seek the advice of
the Department or neibourhood Houses Tasmania.

STEP 6. If step 5 do not lead to a resolution or require further action, the Grievance
Officer will investigate the circumstances and detail of the nortification and consult with
all relevant parties. Meeting held investige or resolve a complaint will only be open
parties and Grievence Officer, through the parties individually, together or both. To
encourage openness, no legal presentation will be permitted. For the same reasons,
minutes or written records of what is said during meetings will not be taken, but agreed
outcomes of the meetings are any resulting agreement will be documented and signed
and dated by all parties.
STEP 7. If a clear resolution,agreed to by all parties, does not raise in step 6 the
Grievance Officer will prepare a draft written report on the investigation within ten
working days of receiving the Notification Form.

STEP 8. The Grievance Officer will forward a copy of the confidential draft report to all
the parties involved, requesting a written response to any factual errors and comment
on any reccommendations contained with report within ten working days.

STEP 9. Once Grievance Officer has checked and confirmed any changes to the draft
report, the conflict or Grievance Officer will meet with all the parties together to discuss
and finalize a resolution to the conflict or grievance. In some circumstances, this may be
final step and the end of matter. If so, the Grievance Officer will implement step 12 of
these procedures.

STEP 10. If deemed necessary by the Grievance Officer, or requested by any party to
the conflict or grievance.an independent mediator may be appointed to assist in
resolution of the matter and help the parties restore a positive working relationship in
the future. The mediator should be trained or otherwise have necessary skills to support
the parties reach a mutually agreed resolution.

STEP 11. If a mediated approach fails to resolve the matter, an arbitrated approach can
be undertaken. The arbitrator will investigate the matter and make a decision or
determination of what should be done and what the consequences for the parties
should be. The arbitrator may be an external person brought in by the House or,
depending on circumstances, the Management Committee or the Co-ordinator or
Manager. If the resolution directed by the independent arbitrator necessitates it, arrange
or apply whatever sanctions are required under the Constitution. Policies and
Procedures, or Funding Agreement. In Writing, describe clearly the expectations about
future behavior and online the consequences of unwanted or unacceptable behavior.

STEP12. Once the parties have agreed to recommendations of the Grievance Officer
for resolution, or the mediated or arbitrated resolution, the details of the resolution,of the
conflict or grivances will be fully documented in writing and signed and dated by all
parties.

The various conflict resolution mechanisms include the following.

 Statutory bargaining councils

 Public service bargaining council and parties in the council
 The industrial Court
 Conciliation board
 Labour appeal court
Question 2
It involves defining a business stratergy with clear objectives, creating clear plans as to
how these objectives will be achieved,alighning business activities to support the
objectives,and allocating the resources needed to achieve the objectives.

Beyond improving business results,good stratergic management also contributes to a

company’s social license to operate- an increasingly important business aspect in
today’s ever-more informed multi-stakeholder environment. Consumers are now aware
and moer interested not only in company’s products,but also in the way it conducts its
business from an ethical and environmental point of view. These elements should be
included at the heart of stratergic management to help ensure long term survival of the
business.

Strategic management requires highly developed analytic skills. Business leaders

involved in strategic development need a wide. Interconnected view of their company-
including the bisiness environment in which it operates,global trends , the competitive
landscape, customer needs and stakeholder expectations. Strategic management can
only be successful if it starts with clear and honest understanding of the internal and
external factors that will determine the company’s success- today and in the future.

Operation strategy

It is primary concerned with accurently translating the business strategy into cohesive
and actionable implementation plan. Operation strategy answers the question.

- Which Capabilities need to be created or enhanced?

- What technology do we need?
- Which processes need improvement?
- Do we have the people we need?

The vast majority of business architects are currently working in the operational strategy
domain reaching up into the business strategy domain for direction.

They work from the middle out to bring clarity and cohenciveness to the organization’s
operation model typically working vertically within a single business unit while resolving
issues at the business unit boundaries.
More mature business architecture practice work in multiple verticals or practices work
in multiple verticals or move from one vertical to another creating common business
architecture patterns.

Transformation Strategy

The third of the three types of strategy is Transformational. It is seen less often as it
represents the wholesale transformation of an entire business or organization.

Few organizations go down this path willingly.

Transformation strategy is the generally the domain of Human Resources,
organizational development and consultants.

Various institutions offer a variety of business development and management courses.

Look for practical courses that take you from analysis to action. Good strategic
management training help you: understand the global and interconnected nature of
today’s business environment.

- Develop your skills for thinking strategically about the place of your business
within this environment
- Identify new opportunities for your business
- Create effective strategies to leverage these opportunities.
- Manage your organization and lead teams to achieve your strategic goals.
References
COSATU strategy and tactics
A cost growth path towards full employment by COSATU 2008