Learner Guide

SPECIALIST SECURITY PRACTICES
Describe the Relationship of Junior

Management to Other Roles
Unit Standard: 13944
NQF Level 4
5 Credits
Skills Programme 4: Learner Guide

Number 2 of 2 Sections
WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE
Specialist Security Practices

Learner Guide - Skills Programme 4:
Describe the Relationship of Junior Management to
Section 2 of 2 Sections
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Unit Standard: 13944 Page 1 of 61
Table of Content
Description Page Number

Introduction 3
Unit Standard: Describe the Relationship of Junior Management 4-6
to other Roles
Frequently Asked Questions 7
Icons and Symbols 9
Learning Path 10
Chapter 1 11-34
Chapter 2 35-59
Index 60
Bibliography 61

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Introduction
1. Overview
The person accredited with this unit standard will be able to understand relationship
between junior management and the general management function in an organisation.
It is intended for managers of small businesses and junior managers of business units in
larger organisations. These business units include small businesses, cost centres,
sections or departments.
2. Credit Value
Based on the section, the credit weighting of five credits will be obtained after the learner
has successfully completed this section and is declared competent after the assessment
process. This is inclusive of your Formative and Summative Assessments after you have
completed the learning experience.
3. The Scope of Describe the Relationship of Junior

Management to the General Management Function
After completion of this module, the learner will be able to:

1. Explain the relationship between the type, ownership and size of an
organisation and its management structure.
2. Explain the relationship between various management roles.

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All qualifications and unit standards 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:
Describe the relationship of junior management to other roles
SAQA US ID UNIT STANDARD TITLE
13944 Describe the relationship of junior management to other roles
ORIGINATOR REGISTERING PROVIDER
SGB Generic Management
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Generic Management

Studies
ABET BAND UNIT STANDARD NQF LEVEL CREDITS

TYPE
Undefined Regular-Fundamental Level 4 5
REGISTRATION REGISTRATION REGISTRATION END SAQA DECISION

STATUS START DATE DATE NUMBER
Registered 2006-11-16 2009-11-16 SAQA 0368/06
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2010-11-16 2013-11-16
This unit standard replaces:

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NQF Replacement
US ID Unit Standard Title Credits
Level Status
Describe the relationship of junior management to
13944 Level 4 5 Complete
the general management function
PURPOSE OF THE UNIT STANDARD

This Unit Standard specifies the knowledge and skills required to understand the relationship
between junior management and other management roles in the organisation. This Unit Standard
is intended for junior managers of organisations.
The qualifying learner is capable of:
• Explaining the relationship between the type, ownership and size of an organisation and
its management structure.
• Explaining the relationship between various management roles.
LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING

Learners should be competent in Communication and Mathematical Literacy at NQF Level 3.
UNIT STANDARD RANGE

• `Management roles` include, but are not limited to, human resources, finance,
marketing, sales, production, operations, distribution and logistics.
• `Technical skills` relate to making a product or providing a service.
• `Area of responsibility` includes, but is not limited to, cost centre, section, department
or team.
• `Junior managers` include, but are not limited to, team leaders, supervisors, foremen
and section heads.
• `Standard Operating Procedures` (SOPs) may comprise formal written documents or

accepted practices in the organisation.
• `Organisation` includes but is not limited to, workplace, work context, work unit,
company, department or section.
Specific Outcomes and Assessment Criteria:
SPECIFIC OUTCOME 1
Explain the relationship between the type, ownership, size of an organisation and its
management structure.
OUTCOME NOTES

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Explain the different types of management structure in an organisation.
OUTCOME RANGE
The range shall include, but not limited to, functional, matrix, divisional and hierarchical.
ASSESSMENT CRITERIA
ASSESSMENT CRITERION 1
Different types of management structures are investigated and illustrated in organograms.
The advantages and disadvantages of the different types of management structures are
explained according to type, size and type of entity.
The management structure in own organisation is identified and analysed in relation to the
different types of management structures.
SPECIFIC OUTCOME 2
Explain the relationship between various management roles.
ASSESSMENT CRITERIA
Management roles are explained with examples from own workplace.
The relationship between the various management roles is explained with reference to own
organisational context.
ASSESSMENT CRITERION RANGE
The relationship between the various roles includes, but is not limited to, human resources,
finance, marketing, public relations, funding and production.
The role of the junior manager in managing own area of responsibility is explained within the
organisational context.
The interaction between a junior manager`s own area of responsibility and other functions is
explained according to the organisational context.

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UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS
• This Unit Standard will be assessed by an assessor and moderated by a moderator
registered with the relevant accredited ETQA.
• Assessors should be in possession of a relevant qualification that is at least one level

higher than the level of this unit standard.
• Training providers must be accredited by a relevant ETQA.
• Assessment should include both formative and summative assessment.
UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE

N/A
UNIT STANDARD DEVELOPMENTAL OUTCOME

N/A
UNIT STANDARD LINKAGES

N/A
Critical Cross-field Outcomes (CCFO):
UNIT STANDARD CCFO COLLECTING

Learners are able to collect, organise and evaluate information when identifying the tasks of management.
UNIT STANDARD CCFO COMMUNICATING

Learners are able to communicate effectively and responsibly when explaining management activities.
UNIT STANDARD CCFO DEMONSTRATING

Learners are able to demonstrate an understanding of the world as a set of related systems recognising how
own position fits into the management of an organisation.
QUALIFICATIONS UTILISING THIS UNIT STANDARD:

END
ID QUALIFICATION TITLE LEVEL STATUS
DATE
57712 Further Education and Training Certificate: 2009-11-
Elective Level 4 Registered
Generic Management 16
62589 Further Education and Training Certificate: Public
Elective Level 4
Pharmacist Assistance Comment
All qualifications and unit standards registered on the National Qualifications Framework are public property. Thus

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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.

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Frequently Asked Questions
Questions Explanations of Meanings
What is a business unit? It is a part of a bigger business, a department that often

operates quite independently from the larger organisation.
What is an organogram? It is a document showing in chart form the hierarchy of a

company. The people and positions held and how they are
linked together in the chain of command.
What is hierarchy? It is the chain of command in an organisation.
Teaching and Learning Checklist:

Do you have?
A Learner Guide
A Learner Workbook

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Icons and Symbols
When you view this icon, you will be required to

go to your learner workbook to complete
different learning activities and to make notes
of important information communicated by your
This icon will lead your way of thought.

Whenever you see this icon, you will read the
instructions and this wizard will lead you to the
next information.
Wherever you see this icon, you will be asked

to think about the question and answer the
question by yourself.
This icon indicates the specific outcomes.

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Learning Path
Chapter 1:
Explain the relationship between
type, ownership, size of an
organisation and its management
structure.
Are you ready for

your Assessments?
Chapter 2:
Explain the relationship
between various management
roles.

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CHAPTER
EXPLAIN THE RELATIONSHIP BETWEEN THE TYPE,
OWNERSHIP, SIZE OF AN ORGANISATION AND ITS
MANAGEMENT STRUCTURE
After completion of the learning intervention, the learner will be able to:
SPECIFIC OUTCOME 1
Explain the relationship between the type, ownership, size of an organisation and its
management structure.
ASSESSMENT CRITERIA
1. Different types of management structures are investigated and illustrated in
organograms.
2. The advantages and disadvantages of the different types of management
structures are explained according to type, size and type of entity.
3. The management structure in own organisation is identified and analysed in
relation to the different types of management structures.

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CHAPTER
EXPLAIN THE RELATIONSHIP BETWEEN TYPE, OWNERSHIP,
SIZE OF AN ORGANISATION AND ITS MANAGEMENT
STRUCTURE
1. Introduction
“Organisation is what you do before you do something, so that when you do it, it’s not all
mixed up.” – Christopher Robin in A.A. Milne’s Winnie the Pooh.
For an organisation to be successful, it should adopt the management style that is

appropriate to the world in which it is based. Every business needs a management
structure in order to be successful in the competitive business market today. Without
structure, an organisation would be chaotic with everyone employed there doing his or
her ‘own thing’. Structure allows each employee to know his/her place, function and
responsibilities. It also creates an atmosphere in which people can work together
effectively to reach a common organisational goal.
Organisations have different structural needs depending on their size, type and
ownership.
Large Organisations:
Organisations can be large or small. A large organisation usually has its head office in
one country with several branches based in other countries as well as in other cities and
towns within its own country. Large organisations are managed by functional
management teams with a large number of board members and directors. Sometimes
the owner/s of the company has little to do with the actual running of the organisation.

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The structure in these large organisations is usually formal and impersonal which often
causes employees to feel more like a number than a person.
Small Organisations:
These can be run by one person or a small group of people, usually the owner of the
company and/or a small management team. These organisations are not located over a
large region and have only one or two branches if any branches at all. They have a more
direct control over resources and staff because of closer and more regular contact and
communication; even though they tend to be less formal that larger organisations. The
owner/manager knows his/her staff well and is able to keep up with the day to day
operations of the organisation.
2. Structure in Management
Organisations are usually divided from the top-down according to the level of
responsibility. Each department in an organisation has a function and a role to play in
running the business. These departments all need to interact and support each other as
a whole organisation. What happens in one department affects the others. They rely on
each other for input and to link the functions together.
2.1. The Decision-Making Hierarchy
What is hierarchy?
It is the chain of command
in an organisation.

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The larger companies divide their decision-making on a hierarchy of three distinct
levels:
2.1.1. The Top Level

This is the corporate level made up of the board of directors, the chief executives and
chief administrators. They set the overall strategies for the entire business.
2.1.2. The Middle Level

This is the business level. This is made up of the managers who carry out the decisions
and objectives set by top management. They implement the objectives and direct the
business units to achieve the goal of the whole organisation.
2.1.3. The Bottom Level

This is the functional level. These managers are in control of wither the product of
service itself, or a particular region. These managers are concerned with annual and
other short-term objectives for their functional area.

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What is a Business Unit?
Business Units are part of the larger
organisation and are sometimes run as a self-
contained business. Some business unit s are
company divisions or a single product. In
smaller businesses, the business unit could be
the entire company. A business unit is
independent in nature with its own manager/s,
its own customer base and competitors.
3. How do Different Types of Management Structures Work?

As mentioned before, some structures are hierarchical while others are structured
according to the functions chosen by the organisation. The structure that a business
chooses, is usually related to the management style of the top management team and
the type of business that they are in. It also depends on the size of the business. The
structure is the way in which the workforce is divided up into specific tasks to encourage
coordination of these tasks.
There are various ways in which management can use structure to achieve their goals,
for example, they may design compensation systems such as annual bonuses, or
performance related bonuses to motivate the staff to perform better or to achieve their
goals.

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3.1. A comparison of the Traditional and Non-Traditional
Structures (Progressive Management)
IN A TRADITIONAL BUSINESS A NON-TRADITIONAL BUSINESS

STRUCTURE: STRUCTURE:
Work is carefully scheduled is flexible and open
tasks are certain has less rigidly defined tasks
Roles are strictly defined uses multi-directional communication
Formal communication flows in the lines of provides information and advice with
hierarchy joint problem solving
instructions and decisions are made at top has a decision making process that is
level decentralised, and that is shared by
different levels of the organisation
concentrates on internal issues is more open to the changes in the

environment
This top-down structure has been effective for a long time, however, as times change,
many businesses have realised that workers become frustrated or even bored when they
are limited to one particular department and one task. To encourage staff development,
commitment, and to motivate employees, many companies have tried to balance the
need for job specialisation and the need for workers to have jobs that offer variety and
independence. The structure then has to be based on job enrichment and teamwork.
In the Traditional Structure, the work is divided into divisions or units depending on their
function, the divisions are also based on different levels. The managers play an
important role in linking these divisions together. When an organisation is stable and
mechanistic, this is usually their choice of structure.

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What is a line (core) manager?
A line manager is someone who has direct
authority over subordinates. In some
organisations, these managers are: sales
managers, product managers, finance
managers, marketing managers, etc. They
perform the core functions of the business.
What is a staff (support) manager?

This is someone who offers advice
and support to line managers. These
are the human resources managers,
IT managers and so on.
4. Organograms
The structure of an organisation is usually displayed on a document called an
organogram. This is a chart showing the different positions held by the various people in
the organisation. The chain of command. Their names are usually stated on the chart
and it is usually arranged form the top down in order of seniority and level of
responsibility.
4.1. Examples of an organograms:

Consider two organograms. Figure 1 is of a typical production company. Figure 2 is of a
typical Security Company. Notice the hierarchy of the structure and the functional
divisions.

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Figure 1: A Production Company
Figure 2: A Security Company

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5. Types of Departmentalisation
5.1. Functional Departmentalisation
This type of structure groups jobs that perform similar activities together. The activity that
belongs to each management function is assigned to that particular group.
Note the following diagrams:

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The divisions in this type of structure are so that the functions of the various managers
are organised to coordinate the jobs that have been grouped into these specific
departments.
There are several ways to departmentalise.
5.2. Product Departmentalisation
Departments are designed so that all of the related activities and the specialists involved
with each are grouped together.
In the security industry for example, the departments are the basic managerial functions
and then the specific departments such as, Cash-in-Transit, Guarding, V.I.P. and Hi-
Tech Security. Each of these departments need to be managed and coordinated.
Large organisations that offer a wide range of products or services find this the best
structure to use because employees with specialised knowledge of the product or
service are used to their best advantage in the department that relates to their
specialised product or service. The disadvantage of this is that managers in a particular
department can become so focused on their own department that they lose sight of the

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‘big picture’ or the organisation as a whole. This structure is also expensive, since each
department needs its own functional specialists, like marketing managers and financial
managers.
Consider this diagram:
5.3. Location Departmentalisation
When a business operates in different regions, it is usually best to structure the

organisation according to those particular areas. This means that each manager can run
his/her business unit independently – this can be very helpful and effective when he/she
has to make decisions that are based on the area in which the department operates. It
allows for the needs of the customers in that region to be met – their different language
and cultural needs and expectations. The way that a security company’s department is
run in a rural area would therefore be quite different to the way it is run in an urban
environment.
Consider this diagram:

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5.4. Customer Departmentalisation
This is used when an organisation focuses on a particular group of consumers. An
example of this is in the banking industry – banks have specific departments to focus on
Corporate Banking, Business Banking, Vehicle Finance, and so on. The products and
services of each of these departments vary.
The advantages and disadvantages of this type of structure are similar to product
departmentalisation in the cost involved and the fact that each department might lose
sight of the organisation as a whole. They operate independently of each other and are
responsible for their own profits and losses, but they must still follow the strategy of the
organisation as a whole to achieve the objectives of the entire company.
Think about 1:
How do the needs of customers differ for a security
company operating in a rural area and a security
company operating in an urban area?
Think of some examples and say how the Customer
Departmentalisation Structure would suit each type.
6. Matrix Structure

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The Matrix Structure is an example of linking workers of different specialities into
groups that cross the normal structure and allow people to work outside of the traditional
structure even for a limited period of time to work on a project.
As businesses and times change, so do the types of organisation. The Matrix Structure
is an example of this, it is one type of structure which is placed over another (the
traditional one) so that there are two different chains of command that direct the activities
of individual employees.
6.1. When is this Type of Structure used?

The Matrix Structure is usually used for large specialised projects that need large
numbers of technical people with different skills to work on project teams. The
management team can be brought together on a temporary basis for a particular project
and then disbanded once the goal has been achieved. For example, fundraising after a
disaster like the New Orleans hurricane or the Twin Tower Disaster in the United States.
The advantage of this structure is that the organisation’s activities can be separated into
different projects and the right people for each project can be assigned. The traditional
structure allows the organisation to run with regular employees while the Matrix allows
staff to be assigned to temporary positions to fulfil a specific function and to achieve a
specific goal for the organisation. When the task is complete and the goal has been
achieved, they can go back to their regular permanent position in the traditional structure
of the organisation. Sometimes one employee can be assigned to two or more separate
tasks at the same time on a temporary or part-time basis. An example of such a
structure being employed would be for example, the management team and employees
assigned to work on the Gautrain Project or the building of football stadiums for the FIFA
World Cup in 2010.

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Consider the following charts as an example of how this would work in the private
security organisation :
Figure 1: Shows the relationship of employees in Project Kickoff, a project taken on by a

private security firm to secure a stadium during one of the World Cup matches.
Figure 2: Shows the same employees in the same security firm and how their positions
are structured in the regular and traditional structure of their organisation.
Explanation: Notice the different positions that are held by certain people in their
permanent positions and how they are changed temporarily for the project.
Figure 1: Project Kickoff
Figure 2: Permanent Positions

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6.2. Advantages and Disadvantages of the Matrix Structure
Advantages Disadvantages
Focus on a single project Can be confusing for members – because it
requires people to take on multiple roles.
Better planning and control to meet budgets Members feel insecure about what will happen
and deadlines to their positions after the project
Members gain valuable experience It could be more difficult to maintain
coordination and control
The structure is more flexible than the Unhealthy competition and rivalries might
permanent traditional structure, so it is better develop.
able to deal with changes
The distribution of authority and status is more
democratic.
Improved motivation and communication
because of the direct contact between
members and reduced inhibitions that are
usually present because of formal rank.
6.3. The Matrix Structure is used for the Following Reasons:

• Special projects
• When diverse occupational skills are needed
• Conditions change during the operation of the project
• There are complex conditions of coordination, problem solving, and scheduling
• There is a greater need for authority of knowledge and expertise compared with
existing functional authority.

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• Employees have the capacity to understand teamwork and work within teams.
Think about 2:
What sort of projects would security companies be
involved with in an event like the World Cup
Football Competition?
Which departments would be involved and what
type of teamwork structure would be needed for
each?
LEARNING ACTIVITY 1:
Draw an organisation structure for your business. Show
the names and titles of each person at managerial level,
all the way to the top person. Show also the name of the
most senior person in your department and his/her title
or position. Put yourself into the structure and state your
name and position also. Say how you think you fit into
this structure. What is you function and what activities
are you responsible for?
7. Teamwork
Usually, employees are given a job as an individual person with a particular task to
achieve. However, usually they do not work all alone in a company, they form part of a
team of employees. They combine their efforts to achieve a common goal. Sometimes a
Task Team is formed – this is a small group that regularly works together in coordinated
action. They are particularly effective in the security industry which relies on effective

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teamwork. This is a different type of team to the Matrix Team which is put together for a
specific project. The Task Team works together more regularly and for a longer period of
time, sometimes the same team can work together for a number of years.
The Task Team needs to know their objectives, make a responsible contribution, be
committed to the task, and support one another. Often in the security industry this is
most important because lives depend on it.
7.1. The Three Necessary Ingredients of a Good Team are:
1. A supportive environment
2. The right team members – members with skills that match what they are required
to do
3. Clear goals.
The members of any team have to work together on a daily basis, so they should be able
to get along with each other. However, sometimes conflict may occur – people have
different personalities, backgrounds, culture and opinions. Occasionally they might have
conflict with their leader in which case, the group bands against the leader and takes
some form of revenge action.
7.2. The Stages in Forming a Team

There are important stages in forming a group so that it can achieve success. As the
group members learn to work together and trust each other while making a positive
contribution, the team goes through several stages:
• FORMING
The members come together, share information and get to know each other.

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• STORMING
The different members compete for status, positions or control while they try to establish
the appropriate direction for the group. Often there are external influences on the group
at this stage.
• NORMING
The group starts cooperating more as a team. They define their acceptable standards of
behaviour that each member of the team is expected to maintain. For the team to be
successful, members need to keep to the norms. Some might decide not to accept the
norms, to accept them or to choose the ones they think are important and ignore the
others. All of these reactions to the norms can mean the success or failure of the team.
For example:
If the organisation decides to pay workers according to a piece wage system, which
means they get paid only for the amount of work they produce as an individual, workers
might be afraid that if some produced a very high level of work, then management would
reduce the tariff. In this case, they would put pressure on each other not to perform too
highly.
How much a member conforms to the norms of the group also depends on his/her status
in the group. A team member who has a low status in the group will usually adhere to all
the norms of the group so that he/she is better accepted. A person who lacks self-
confidence will do the same since he/she feels that the team’s decisions are better than
his/her own ideas. Likewise, the person who finds that the norms are like his/her own will
naturally agree and adhere to them. Someone else might keep to the norm when it
comes to the most important ones but ignore lesser norms like having a drink with the
‘guys’ after work.

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A lot depends on the team’s own perception of the acceptable norms. Sometimes the
group accepts norms that they think will benefit them or other individuals more. For
example, if workers are afraid they might lose their jobs if certain production standards
are not met, they may set their own norms like:
Not adhering to productions standards that the group feels are too high
Increasing production standards if they are afraid of losing their jobs for low
production.
Sticking to the accepted production standards when there is not threat of job
losses.
• PERFORMING
The group settles and learns how to handle challenges. Functional roles are
performed and tasks are accomplished effectively.
• ADJOURNING
When the time comes for the group to disband, this is called adjourning. The
members return to their more permanent positions within the organisation.
Teamwork depends on the performance of every single person on the team!
7.3. Team Members need to be:

• Encouraged to think like a team and given enough time to meet together
• Suitably qualified to perform their jobs
• Willing to cooperate
What could be affected when group members do not cooperate with each other?

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The product might be affected negatively:
Examples:
(a) If employees working in a fast food store do not cooperate with each
other, the product could be affected badly. If the cleaner doesn’t clean
the work surfaces carefully the food could be contaminated and the
customers could get food poisoning.
(b) Customer service might be badly affected: If one employee tells a

customer that something will be done and it depends on a team member
to do it but he/she does not cooperate, then the customer will complain
about the bad service and the reputation of the organisation will be
negatively affected.
(c) People’s lives might be at risk: One of the most important examples of
where cooperation is vital is in the security industry. For example, the
Cash in Transit Officers need to work together as a team and cooperate
with each other on the team. If the team fails to cooperate in the right way
at the right time, a person’s life might be endangered. Even when the
team has a less dangerous task to perform, failing to cooperate with each
other could cause the quality of the product to be affected negatively or
the customer service.
7.4. Advantages and Disadvantages of Teamwork
Advantages Disadvantages
Effective focus on a clear and common Too many changes and transfers of staff
goal with more efficient operation members. In the beginning, this causes
inefficiencies due to job rotation.
Motivation and support with lower Not having traditional lines of authority

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absenteeism and turnover might be difficult for some staff members to
handle responsibly. Some employees find
it difficult to adapt to a team structure.
The right people with the right skills being The decision-making meetings take a lot of
given a place on the team with improved time to establish the teams.
flexibility of staff.
Less formal authority boundaries Other employees might feel that they are
encourage team members to be more not being treated fairly The company has
creative and confident to put forward their to invest a lot in training.
own suggestions without being afraid of
being criticised. Greater job satisfaction.
Members are committed to the success of Some team members might not put
the team and share common values forward full effort and be ‘carried’ by the
regarding product quality, safety and team feeling that they can ‘hide in the
customer service. crowd’.
Some teams are required to work more independently and to be self-managing. These
groups are given an amount of authority and expected to plan, direct, monitor and
control their own activities. These teams have quite a wide range of independence and
freedom, and are expected to act like managers.
7.5. What is an Independent Team like?

• The members have a wide range of skills, they are multi-skilled and can handle a
number of different types of tasks depending on where they are needed most.
• They make joint decisions about: work schedules, resource needs, how tasks are
assigned.

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• Some of the things that these teams might be required to take responsibility for
things that their manager is usually responsible for:
- Housekeeping
- Safety training
- Absenteeism
- Setting overtime or leave schedules
- Select and appraise team members
- Train co workers
- Liaise directly with customers
Later on, teams might also be given the responsibility to refine the organisation’s mission
statement, decide on a new compensation system, or give their input on ways to expand
the organisation.
8. The Authority of Managers and Employees is Structured in

the following ways:
• Line Authority this is the authority that the managers have to give their subordinates
orders that they have to carry out. The line authority is the direct authority of any
manager or supervisor over his/her immediate subordinates.
Example:
The managers has authority over the heads of divisions/departments and they in turn
have authority over employees in their section and so on.
• Functional Authority is the right of the human resources manager to give

instructions on human resources matters throughout the organisation. This ensures
that human resources policy, regulations and procedures are dealt with correctly.
• Staff Authority is advisory and cannot be enforced. For example, a supervisor might
ask an employee to give advice as to how to reprimand another employee.

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9. Size of Managerial Structures
A large organisation usually requires larger teams or divisions within their structure.
However, the larger the group, the more problems that can occur with: communication
and coordination. Large groups are difficult to handle and need to be supervised more
closely. Larger groups experience more absenteeism and sometimes a large group
starts forming smaller groups within the large one. This can lead to unhealthy
competition and friction. A group of ten or less often works together more coherently. If
they have similar backgrounds, interests, attitudes and values, their rate of success is
even better.
LEARNING ACTIVITY 2
1. List the different management structures and give one
advantage and one disadvantage of each.
2. Choose the structure that you think best describes the
one used by the company for which you work and explain
why your company uses this structure related to the size,
type and ownership of your organisation.
3. Present your structure to the rest of the group and
CHAPTER
EXPLAIN THE RELATIONSHIP BETWEEN VARIOUS
MANAGEMENT ROLES
After completion of the learning intervention, the learner will be able to:
SPECIFIC OUTCOME

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Explain the relationship between various management roles.
ASSESSMENT CRITERIA
1. Management roles are explained with examples from own workplace.

2. The relationship between the various management roles is explained with
reference to own organisational context.
3. The role of the junior manager in managing own area of responsibility is
explained within the organisational context.
4. The interaction between a junior manager’s own area of responsibility and other
functions is explained according to the organisational context.
CHAPTER
EXPLAIN THE RELATIONSHIP BETWEEN VARIOUS
MANAGEMENT ROLES
1. Introduction
“To succeed today, managers must abandon their traditional behaviour, and instead
learn to empower, develop their powers of visionary leadership but at the same time
become more open, trusting, learn to listen more, be more co-operative and become
supporters of the opposed not persecutors of their subordinates.” John Chibaya Mbuya,
Holistic Management.

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In this chapter we will explore the relationship between various management roles. This
will include the junior manager and line manager’s role. You will be given the opportunity
to identify the different roles and to refer to your own place within your organisation.
2. What is a ‘role’?
A role is the way a person acts in a certain position in relation to others. It reflects the
person’s position and what is expected for that position. Each role has its own rights,
obligations, power and responsibility. When people interact with each other, they are
able to anticipate a certain behaviour from the person taking on a particular role.
Employees are both a worker and a person which means that as each of these, they
take on different roles.
Look at this chart as an example:

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The way someone acts in their role at work depends on how they expect someone in
that role to behave. Managers need to be flexible and change roles within their
management function. Supervisors also change roles quickly when they are dealing with
a subordinate and when they deal with superiors.

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2.1. The manager needs to understand these things about
his/her role:
• What does my job description require in this role?

• What is the role of the employee that I am dealing with?
• How does this employee see my role?
He/She can only meet the needs of the employee and the organisation if he/she knows
what to expect and what is expected.
2.2. The employee needs to understand these things about

his/her role:
• What is the manager’s role in this matter?
• How do I see my own role?
• How do I think the manager sees my role?
People become confused by roles when they do not know what is expected, or the roles
are not clearly defined. When employees and employers are clear on their roles, they
are more committed and happier in their jobs. To clearly define these roles, employees
need to have clear job descriptions and statements of what they are expected to perform
in their jobs.
Example:
A security officer who was a strong trade union member approached his supervisor to
ask for advice about a work problem. The supervisor thought that the officer was coming
to him in his role as union member and that he was trying to challenge the supervisor’s
authority. Because of this misunderstanding, the two could not communicate well and
the problem was not solved.

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THINK ABOUT 1:
1. What are your roles at home?
Think of as many different ones as you can.
2. What is your role at work?
3. Different Management Roles Have Different Status / Social

Rank.
Different roles are marked by a different amount of respect, honour and acceptance.
Someone who loses his/her status is often said to be ‘losing face’ which means he/she
feels embarrassed or ashamed when demoted. This is why some people become over
protective and jealous of their position at work and they try to even improve it by getting
promoted to a higher position which they think will give them more status.
People with a position of high status have more authority over others and they also have
more privileges and benefits from the position that they hold. Perhaps they get more
money, they might have a company car, or even wear a better uniform that depicts their
status. Although status can be abused, it is necessary in the workplace so that people
know how they need to interact with each other and so that there is no confusion. It
helps people to cooperate with each other.
3.1. On what is Status Based?

• More money/pay
• Seniority
• Job skill
• Experience

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• Education
• Age
• Working conditions
What is status?
It is the rank, position or
standing that a person has
at work or in society.
It is how important he/she
is and how prominent.
The status symbols in the workplace are mostly seen among different levels of
management. Each of these levels usually display their status by the environment in
which they work. Theirs is always better that the environment of the lower level. For
example, they might have access to a plush staff lounge or canteen while lower level
employees are excluded. They might have better equipment or facilities change room
facilities that lower level employees do not.
Sometimes these status symbols cause problems if lower level employees feel that they
are being discriminated against and unfairly treated, or if they feel that that level is
unattainable for them.
Some organisations then institute a policy whereby employees of equal rank within the
same department should have more or less the same status symbols. For example, if
they have their own parking with their name on it, so should the others.

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3.2. The Ways in Which Some Organisations Try to Reduce
Problems of Status Symbols:
• Using an open office layout where everyone is in the same area rather than
competing for their own or the best office.
• Having canteens or staff lounges that are open to all members of staff.
• Some companies’ managerial staff dress casually as the workers do so that there
isn’t a clear division to be seen between manager and worker.
• Many organisations have removed marked /reserved parking spaces so that
employees can all park wherever they like in the parking area.
THINK ABOUT 2:
What status symbols are held by people in your
organisation?
Does your organisation encourage these or try to
discourage them?
Which status symbols do you approve of and
which do you disapprove of?

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4. The Role of Management in Organisations
Each functional department within a company has a role to play in the organisation.
Consider the functional departments a bit more closely the diagram below:

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When we look at an organisation as a system, we accept that there are many aspects to
the organisation that interact with each other, are linked to each other and have both a
direct and indirect affect on each other. Something that happens in one department does
not only affect that department or a single individual in the department, it affects the
whole organisation.
Example:
The cashier at a till in a supermarket, the security officercontrolling access to the shop
and the manager all work with people and the way in which they handle people affects
the organisation as a whole.
4.1. What is the role of Junior Management in the Various

Functions of Business?
4.1.1. Human Resources and Performance Appraisal
Performance Appraisal is a basic task of managers. It affects the employees motivation

because it can mean promotion or a salary increase, on the other hand it could mean
demotion or dismissal. Because of the importance of Performance Appraisal to the
employee’s future, it needs to be:
• Fair
• Accurate
• Useful
Anyone handling the performance appraisal process with the employee must realise that
it affects his/her self-image, status at work, motivation, career opportunities, merit salary,
and commitment to improve.
Performance Appraisal gives employees formal feedback on how they are doing their
job. It recognises the employee as an individual who needs proper recognition for

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his/her work. It helps to set clear standards for how the employee is expected to do
his/her job and whether the employee needs training and development or not.
4.1.2. The main uses of Performance Appraisal are:
1. To help management to decide about salary increases, bonuses, promotions,

transfers or dismissals.
2. To provide information about. It identifies the strengths and weaknesses of
employees which allows the management to communicate with the employee and
form a plan of action.
4.1.3. Who carries out Performance Appraisal?
Junior or line managers usually hold the primary responsibility to carry out the
Performance Appraisal on their subordinates. However, top management is responsible
to take the final decisions about the method of performance appraisal used by the
organisation. They also are responsible to keep line managers informed and up to date
on new methods of performance appraisal.
The supervisors who have the best knowledge and day-to-day contact with the
employee are the best people to carry out this task.
The immediate supervisor: knows how the employee performs in general on a daily
basis because he/she is with the employee and works closely with him/her. This is
usually an advantage because that person knows the employee best, but sometimes it is
a disadvantage if the supervisor and the employee don’t get on well with each other and
they have personal differences, or if they are personal friends in which case it might be
difficult for the supervisor to be objective.

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High-level supervisors: play an important role to complement and support the
immediate supervisor’s decision and to avoid the outcome being based on just one
person’s decision –whether good or bad; or being seen to be prejudiced.
Multiple supervisors: Sometimes it is good to get the opinion and input of several
supervisors who have worked with the employee. It gives a more objective opinion and
allows the different skills of the employee to be assessed by the line managers who are
responsible for those skills.
Appraisal by Subordinates: this is useful to assess the performance of the supervisors.

The employees will be able to comment on the way their supervisor communicates with
them, resolves conflict, and guides them
Self-appraisal: is useful in performance appraisal for the employee to feel a part of the
process and to take responsibility for his/her own development.
THINK ABOUT 3:
Which form of appraisal is the most useful to you?
Which form of appraisal do you value the most?
Which form of appraisal do you find difficult to
carry out or accept? Why?
4.1.4. What do the line managers evaluate?

• Employee behaviour – how employees do their jobs
• Results – whether employees have achieved what was expected in their jobs

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Example:
A supermarket can measure the results of a cashier’s work by looking at the record on
the computerised pay point to see how many customers the person has served and how
accurately they have handled the till, however the behaviour of the cashier – they way
he/she treats the customer and how helpful he/she is more difficult to measure, the
manager might need to observe the cashier to see this, or to employ a Mystery Shopper
to report on the cashier’s behaviour.
4.1.5. What Criteria do they use?
The criteria must be linked to:

• The goals of the organisation - if you are measuring number of sales, then the
pay point record will be sufficient. The job – are the standards that you set
attainable and reasonable according to the job?
• The individual employee’s needs – personal development and future career
goals.
4.1.6. Feedback
Feedback on performance appraisal is necessary so that the strengths and weaknesses

can be clearly outlined and a plan of future action to rectify any problems might be drawn
up together with the employee. The employee needs to be given constructive criticism
that guides him/her and motivates him/her to be willing to improve or be trained.
LEARNING ACTIVITY 1
In pairs simulate a Performance Appraisal feedback
situation. Learner A is the supervisor and Learner B is
the employee. The employee has performed well on a
task but has neglected one or two things. Give both
4.2. Discipline

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Managers and junior managers have the responsibility to discipline the staff.
Discipline is management’s action to enforce organisational policies and standards. It is
to make sure that the rules are followed so that the goals of the organisation can be
achieved.
4.2.1. There are two types of discipline that the manager

needs to put into practice:
1. Preventive Discipline
This type of discipline is used to try to encourage employees to follow the rules before a
problem actually arises. This is done by making sure that the employees are fully aware
and informed of the rules and standards right from the start. During the induction of a
new employee, the supervisor or line manager will make these clear to the employee.
Once the person understands what is expected, it is easier for them to have self-
discipline and follow the rules willingly. The manager will try to inform the employee of
the rules in such a way that he/she can see the benefits of sticking to them rather than
seeing the negative aspects. If this kind of discipline is handled properly, there is little
need for the next type of discipline which is:
2. Corrective Discipline.
After an employee has done something wrong – something that goes against the
standards or rules of the organisation- then it is necessary to correct the problem and to
make sure that it won’t happen again. Usually the corrective discipline is in the form of
some sort of punishment called a ‘disciplinary action’. This could be a warning or
suspension.
The objectives of this discipline are:

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To reform the offender
To deter others from doing the same wrong action
To maintain consistent standards in the organisation
4.2.2. Most organisations follow a Progressive Disciplinary

Process that goes through the following Steps:
4.2.3. Discipline and Dismissal

When a manager decides whether to dismiss someone or not, he/she must take the
following into account:
The gravity of the misconduct
The nature of the misconduct
The employee’s state of mind when committing the offence
The employee’s disciplinary record
The guidelines of the Disciplinary Code
The employees personal circumstances and length of service
The employee’s terms of employment
The consistency with the penalty as it is related to past similar offenses.
At the end of the process, the manager needs to inform the employee of the decision in
writing with a reason for dismissal being given and a reminder of his/her tight to appeal.

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Grievances and disciplinary procedures are normally handled between the supervisors
and the employees at low level and if successful it helps to minimise problems between
employees and top management.
4.2.4. The Disciplinary Code is a Document that has the

Following Purpose:
To establish a set of rules to regulate standards and conduct of employees.

To set out rules of procedures to deal with conflict and breaches of discipline
To make sure that all employees and managers are informed and fully understand
the standards of discipline and the procedures put in place by management
To make sure that discipline is handled in a fair, consistent and effective way to
improve employee performance rather than to punish employees.
4.2.5. Discipline in the Security Organisation

By nature, the security industry relies on strict discipline. This is because the lives of
people are involved as well as the security of property from theft or damage.
The rules and procedures, as stated for any other organisation, result in success if good
relations exist between management and the workforce.
4.2.6. Disciplinary Procedures within the Security

Organisation:

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4.3. Grievance Procedure
Sometimes employees become dissatisfied with the actions of their colleagues or
supervisors. This could cause the person to become disgruntled and demotivated. It is

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better to have a procedure in place that can deal with grievances and sort them out
promptly before they become major issues.
Some grievances are as a result of frustration. Frustration comes about when the
employee feels that he/she is not earning enough money, is not getting enough training,
is not getting on with the other employees, favouritism(nepotism), lack of recognition,
and so on.
Sometimes this could lead to conflict. Conflict arises when an employee struggles
against someone (with a different opinion or personality), or struggles for something (like
a position of authority, recognition, better pay, etc.).
To avoid frustration and conflict in the workplace from becoming out of control, it is good
to inform employees of the grievance procedures so that they can feel they have an
opportunity to air their concerns and be heard.
What does Conflict mean?
Conflict means disagreement

between two or more people
as a result of different
values, goals or behaviour.
4.3.1. The Grievance Procedure provides:

A channel for resolving grievances of employees
A means of relieving stress and depersonalising the situation

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A means of keeping good relations between management and employees
Procedures to deal with grievances efficiently and effectively
A written record of grievances, the procedure followed and the final outcome.
4.3.2. Administration of the Grievance Procedure

The following routine is followed:
The low level supervisor hears the complaint and takes appropriate action to
settle the problem with all parties involved.
If the supervisor cannot settle the matter, he/she will ask the employee to
complete a grievance form that will then be handed to the Industrial Relations
Officer.
The Industrial Relations Officer will call a grievance committee together to decide
on the matter.
The Grievance Committee will decide if the grievance is invalid in which case it
will dismiss the matter, or valid in which case it will take the necessary action to
address the grievance.
The person who laid the complaint may appeal the decision if he/she is not
satisfied.
The grievance hearing must be recorded in writing and kept on file.
Both the person laying the complaint and the one being complained against have
the right to:
- Call witnesses
- Be represented by a person of his/her choice from within the organisation
- Have the use of an interpreter if necessary.
Learning Activity 2:
In groups, Role-Play a disciplinary hearing. Decide of the

various role players according to the offender, the supervisor,
the senior manager and witnesses. Choose the nature of the

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5. Junior Managers usually also have the following
responsibilities:
(a) Selection of subordinates

The Junior Manager must make sure that new staff are selected:
In line with the Labour Relations Act
With the required skills
Appropriate to the customer base
With the approval of senior managers
In accordance with budgetary constraints. The junior manager should consider how
much it will cost the company to fill the position - this includes the cost of recruiting,
testing and interviewing the person; and the cost of making the wrong choice – the cost
of terminating the service, selecting another employee and loss in productivity.
(b) Induction of subordinates

The line manager should make sure when inducting new staff that:
Company policy is clearly explained.
They are given a clear explanation of their duties and the expectations
A training plan is identified if necessary and developed
Performance standards are explained clearly and the staff member
understands and accepts his/her area of responsibility.
Think about 4:
How would you go about inducting a new
colleague?
What are the main thingsBOLAND
WESTERN CAPE EDUCATION DEPARTMENT you think he/she
PUBLIC should
FET COLLEGE
know on the first day?
Specialist Security Practices What would youLearner
tell him/her?
Guide - Skills Programme 4:
What would youSection 2 of 2 Sections
show/demonstrate?
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(c) Administrative Duties
Daily planning of schedules /timesheets, etc.
The junior manager plans so that there is sufficient staff to cover the needs of each shift.
He/She needs to plan timesheets so that the correct number of employees with the
required skills are on duty.
When planning days off or leave time, the manager must make sure that this is done
within the legal regulations and the company policy requirements. It is usually a good
idea to communicate and consult with other employees to make sure that they will be
able to manage in the other person’s absence or to make sure that others don’t also
want the same time off. Details should be recorded in the relative documentation and all
the necessary parties involved should be informed.
When the line manager recommends a staff member gets an increase, he/she should
make sure that this is in line with the employee’s performance and that the company has
the budget to fulfil such an increase.
The junior manager’s administrative duties are also to ensure that personnel documents
are in order; application forms, IRP% forms, Medical Aid Forms, Pension, Leave,

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Overtime, Attendance Registers and disciplinary documents are all completed and
controlled.
(d) Identifying Trends that Might Affect Negatively on the

Organisation
The line manager should monitor that the dress code and conduct code is adhered to.
The image of the organisation is at stake. He/She must make sure that the employees
are dressed according to the company dress code and that they project a professional
and positive image for the company. Their behaviour with fellow staff members,
superiors and the public should also be monitored by the supervisor. His/Her job when
noticing something out of order would be to counsel and motivate the employee and to
encourage willing compliance with the rules. It is a good thing if the junior manager can
lead by setting the right example.
Keeping an Eye on the Finances

How responsible are you as a Junior Manager when it comes to detecting signs, trends
and events that could have a Negative impact on the business, like fraud?
Some ways for Managers to detect Fraud in their organisation:

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If you suspect any of the following things are happening in your company it could be an
indication of fraud and you may need to report it to a senior manager:
1. Unusual Behaviour
Unusual behaviour is usually a strong indicator of fraud. The fraudster may not ever take
leave or call in sick in fear of being caught. He or she may not delegate work even when
overloaded. Other changes in behaviour, could be actions such as increased drinking,
smoking, defensiveness, and unusual irritability and suspiciousness.
2. Complaints from others
Often tips or complaints from colleagues could indicate that a fraudulent action is going
on. Complaints have been known to be some of the best sources of fraud and should be
taken seriously. Although sometimes, the motives of the complainant may be suspect,
the allegations usually have merit that warrant further investigation.
3. Stale Items in Reconciliations/Banking Administration
In bank reconciliations, deposits or checks that are not included in the reconciliation
could be a sign of theft. If there are missing deposits it could mean the perpetrator
absconded with the funds; missing checks could indicate one made out to a bogus
payee.
4. Excessive Cancelled Sales Slips
Cancelled sales slips could mean that the sale was rung up, the payment diverted to the
use of the perpetrator, and the sales slip then cancelled to cover the theft.

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5. Missing Documents
Documents which cannot be found can be a sign of fraud. Although some documents
will be misplaced from time to time, the auditor should look for explanations as to why
the documents are missing, and what steps were taken to locate the requested items.
6. Excessive Credit Notes
Similar to excessive cancelled sales slips, this technique can be used to cover the theft
of cash. The perpetrator write out a credit note to a fake customer and then takes the
cash to make total cash balance.
7. Common Names and Addresses for Refunds
Sales employees frequently make fake refunds to customers for merchandise. The
address shown for the refund is then made to the employee's address, or to the address
of a friend or colleague.
8. Increasing Reconciling Items
Stolen deposits, or bogus checks written, are frequently not removed, or covered, from
the reconciliation. So, over time, the reconciling items increase.
9. General Ledger Out-of-Balance
When funds, merchandise, or assets are stolen and not covered by a fake entry, the
general ledger will be out of balance. An inventory of the merchandise or cash is needed
to confirm the existence of the missing assets.

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10. Adjustments to Receivables or Payables
In cases where customer payments are misappropriated (stolen), adjustments to

receivables can be made to cover the shortage. Where payables are adjusted, the
perpetrator can use a fake billing scheme to convert cash to his or her own use.
11. Excess Purchases
Excess purchases can be used to cover fraud in two ways:

• Fake payees are used to convert funds
• Excessive purchases may indicate a possible payoff of purchasing manager
12. Duplicate Payments
The employee may notice the duplicate payment, then he or she may prepare a fake
endorsement of the check.
13. Ghost Employees
Ghost employee schemes are often uncovered when an auditor, fraud examiner, or
other individual distributes pay-checks to employees. Missing or unaccounted for
employees could mean that the company is using a ghost employee scheme.
14. Employee Expense Accounts
Employees frequently hide fraud in their individual expense account reimbursements.

These should be checked closely for reasonableness and trends, especially in the area
of cash transactions on the expense account.
15. Inventory Shortages
Normal shrinkage over a period of time can be checked through a historical analysis.
Too much shrinkage could mean fraudulent activity such as embezzlement or theft of
inventory.

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16. Increased Scrap
In the production process, an increased amount of scrap could mean there is a scheme
to steal and resell this material. Scrap is a favourite target of embezzlers because it is
usually not as closely scrutinised as regular inventory.
17. Large Payments to Individuals
Excessively large payments to individuals may indicate instances of fraudulent pay-outs.
18. Employee Overtime
Employees being paid overtime for hours not worked by altering their time sheets before
or after management approval.
19. Write-off of Accounts Receivable
When you compare the write-off of receivables by customers may lead you to
information that the employee has run off with customer payments.
20. Post Office Boxes as Delivery Addresses
Sometimes, when merchandise is delivered to a post office box, this may mean that an
employee is sending goods to a fake purchaser.
Learning Activity 3:
What is your area of responsibility at work? Which

of the organisational functions and activities are
you involved in? For each one say to what extent
you are involved.
Human Resources, Finance, Marketing/Public
Relations, Administration.

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Index
Administration, 54 Product Departmentalisation, 20
Business Unit, 15 Role , 36
Conflict, 51 Role of management, 42
Customer Departmentalisation, 22 Role of Junior manager, 43
Discipline, 47-50 Selection, 53
Figure1 18 Size of managerial structures, 33
Figure2, 18 Structure, 13
Fraud (detection of) ,58 Teamwork, 26-32
Functional Departmentalisation, 19-20 Traditional and Non-traditional structure
Hierarchy, 13 comparison, 16
Induction, 53
Identifying negative trends, 55
Levels of management, 14
Location Departmentalisation, 21
Matrix Structure, 22-25
Organograms, 17
Performance Appraisal, 44

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Bibliography
Francis, Colin – Generic Business Management – Future Managers, 2005.

Gerber, P.D., Nel, P.S. , VanDyk, P.S. – Human Resources Management 4th Edition –
Thomson Publishing, 1998.
Krul, T. – Management Practice NQF Level 4 – Troupont, 2008
Mbuya, John Chibaya – Holistic Management, How to Manage Holistically – Fin
Publishers, 2003.
Newstrom, John W. and Davies, Keith – Organisational Behaviour, Human Behaviour at
Work 10th Edition – Irwin McGraw Hill, 1997.
Edcon information accessed on: www.edcon.co.za (28 September, 2008.)

Clipart: accessed -www.office.microsoft.com(Date Accessed: 28 September 2008).

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SPECIALIST SECURITY PRACTICES

Describe the Relationship of Junior

Skills Programme 4: Learner Guide

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

Description Page Number

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

3. The Scope of Describe the Relationship of Junior

After completion of this module, the learner will be able to:

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

SOUTH AFRICAN QUALIFICATIONS AUTHORITY

REGISTERED UNIT STANDARD:

Describe the relationship of junior management to other roles

SAQA US ID UNIT STANDARD TITLE

13944 Describe the relationship of junior management to other roles

ORIGINATOR REGISTERING PROVIDER

SGB Generic Management

Field 03 - Business, Commerce and Management Generic Management

ABET BAND UNIT STANDARD NQF LEVEL CREDITS

Undefined Regular-Fundamental Level 4 5

REGISTRATION REGISTRATION REGISTRATION END SAQA DECISION

Registered 2006-11-16 2009-11-16 SAQA 0368/06

LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT

This unit standard replaces:

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

PURPOSE OF THE UNIT STANDARD

The qualifying learner is capable of:

• Explaining the relationship between various management roles.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING

UNIT STANDARD RANGE

• `Technical skills` relate to making a product or providing a service.

• `Standard Operating Procedures` (SOPs) may comprise formal written documents or

Specific Outcomes and Assessment Criteria:

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

• Assessors should be in possession of a relevant qualification that is at least one level

• Training providers must be accredited by a relevant ETQA.

• Assessment should include both formative and summative assessment.

UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE

UNIT STANDARD DEVELOPMENTAL OUTCOME

UNIT STANDARD LINKAGES

Critical Cross-field Outcomes (CCFO):

UNIT STANDARD CCFO COLLECTING

UNIT STANDARD CCFO COMMUNICATING

UNIT STANDARD CCFO DEMONSTRATING

QUALIFICATIONS UTILISING THIS UNIT STANDARD:

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

What is a business unit? It is a part of a bigger business, a department that often

What is an organogram? It is a document showing in chart form the hierarchy of a

What is hierarchy? It is the chain of command in an organisation.

Teaching and Learning Checklist:

WESTERN CAPE EDUCATION DEPARTMENT BOLAND PUBLIC FET COLLEGE

Specialist Security Practices

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