Module 2

Welcome Back
20 September 2021
 ORGANISING AS A
MANAGEMENT FUNCTION
MODULE 2
 Management

• A Manager is a person who Plans, Organises, leads and

Controls the allocation of human, financial, material
and information resources in pursuit of organizational
goals.
• Managers are normally classified in two categories:
• According to their level in the organization (top,
middle, store, junior, line)
• By the functional or specialist area ( Marketing,
finance, HR, Operations)
•
 ORGANISING

• ORGANISING IS THE PROCESS THAT

CREATES A STRUCTURE FOR THE
ORGANISATION, THAT ENABLES PEOPLE
TO WORK EFFECTIVELY TOWARDS THE
VISSION, MISSION AND GOALS.
• Resources need to be organized after
Planning.
• The manager’s role in applying the
organizing processes is vital in ensuring
the business achieves its goal.
US 118043
Supervise
Stock
Counts
 • Prepare for the stock counts,
staff the outlet to meet counting
Persons requirements, train the staff,
credited oversee the counting operation,
with this finalise documentation according
to organisational requirements
unit and analyse stock count events
standard and compile action plans to
will be able improve future stock count event
to: counts in a chain or franchise
environment where procedures
are set by others.
 • Stock control, also known as
inventory control is about how much
stock you have at any one time, and
how to keep track of it.
Stock • Everything you use to make your
products, provide your services and
Control to run your business is part of your
stock.
and • There are four main types:
– raw materials and components
Inventory – Work in progress/ unfinished
goods
– Finished goods ready for sale
– Consumables: fuel and stationery
 • Minimum stock levels
• Stock review
• JIT – Just –in-time
Stock
• Re-order lead time
control • Economic Order quantity
methods • Batch control
• First in, First out
 Manager : plans Staff member:
and supervises conducts
count physical count

ResponsibiLities
Staff member:
Staff member:
identifies error,
completes
conducts re-
admin
counts or
requirements
verifications
an post stock
and
take procedures
adjustments
 Preparing for
stocktake
• Establish a master
schedule
• Notify affected parties
• Plan and purchase the
supplies
necessary for the count
• Prepare the area ( tape off,
tag, clean, arrange)
• Organise the stock (mark,
seal, label, etc)
 Preparing the staff
• Schedule staff
• Organise counting teams
• Train staff in the requirements
• Confirm that all team members
have ben notified, understand the
requirements, procedures, etc.
• Allocate duties and communicate to
team
• Establish cut off guidelines.
 • Complete stock take
Conduct procedures / requirements
stock • Monitor the staff counting
take • Investigating variances and
taking action
 • Complete post stock take
procedures / requirements
Post • Tidying up and
housekeeping
stock • Investigating variances and
take taking action
• Submitting reports,
strengths and weaknesses
Let’s Chat

•How does it
happen at
your store?
Module 2
Welcome Back
21 September 2021
Apply organisational codes of
conduct
US 242815
 • Describe the components of the “moral compass”
according to theory and practice
• Identify team members positions on the moral compass
according to observed behavior
• Explain the relationship between ethics and the
At the end of constitution according a group and individual rights and
responsibilities
this unit • Compare the code of conduct to the principles of the
Constitution and the “moral compass” within the context
standard or of the organisation
chapter you • Explain the code of conduct with reference to
Organisational documentation
will be able to: • Identify conflict between a personal value system and
Organisational code of conduct
• Explain the consequences of non-compliance with a code
• Apply aspects of the code of conduct according to
standard operating procedures
• Provide examples of deviations, past or present, from the
code are conduct and remedial action is identified, if
appropriate and according to standard operating
procedures
 Morals, ethics and values
• Morals are standards of behaviour; having principles of
right and wrong. A person who knows the difference
between right and wrong and chooses right is moral.
• Ethics are moral values in action. A person whose
morality is reflected in his willingness to do the right
thing – even if it is hard or dangerous – is ethical.
• Principles or standards of behaviour; one's judgement
of what is important in life. People's values define what
they want personally, the importance, worth, or
usefulness of something. A few examples of values are:
integrity, family, fairness, personal responsibility, and
kindness
Moral compass
Who do you know that displays a correct /incorrect
moral compass and why?
• Think of two famous
people one with a
‘correct’ moral
compass and one with
an ‘incorrect’ one.
• As the store manager /
leader what values do
you promote?
• How would you identify
team members with a
good moral compass?
The Constitution of the Republic of South Africa 1996
 • The law of the country.
• It outlines the rules,
regulations and rights of the
The
citizens of the country.
constitution
• It is the Code of conduct of
of SA
the country.
• The moral compass of the
country
•Nkosi sikelel' iAfrika
•
Nkosi sikelel' iAfrika
Maluphakanyisw' uphondo lwayo,
Yizwa imithandazo yethu,
Nkosi sikelela, thina lusapho lwayo.

Morena boloka setjhaba sa heso,

O fedise dintwa la matshwenyeho,
O se boloke, O se boloke setjhaba sa
heso,
Setjhaba sa South Afrika - South Afrika.

Uit die blou van onse hemel,

Uit die diepte van ons see,
Oor ons ewige gebergtes,
Waar die kranse antwoord gee,

Sounds the call to come together,

And united we shall stand,
Let us live and strive for freedom,
In South Africa our land.
 •The Constitution of South Africa is the supreme
law of the country of South Africa. It provides the
legal foundation for the existence of the republic,
•The sets out the rights and duties of its citizens, and
Constitution defines the structure of the government. The
current constitution, the country's fifth, was
of South drawn up by the Parliament elected in 1994 in the
Africa and The first non-racial elections. It was promulgated by
Bill of Rights President Nelson Mandela on 10 December 1996
and came into effect on 4 February 1997,
replacing the Interim Constitution of 1993.[1]
•Since 1996, the Constitution has been amended
by seventeen amendment acts. The Constitution is
formally entitled the "Constitution of the Republic
of South Africa, 1996.”
 •'We, the people of South Africa,
•Recognise the injustices of our past;
•Honour those who suffered for justice and freedom in our
land;
•Respect those who have worked to build and develop our
country; and
•Believe that South Africa belongs to all who live in it,
united in our diversity.
Preamble •We therefore, through our freely elected representatives,
adopt this Constitution as the supreme law of the Republic
so as to —
•Heal the divisions of the past and establish a society
based on democratic values, social justice and
fundamental human rights;
•Lay the foundations for a democratic and open society in
which government is based on the will of the people and
every citizen is equally protected by law;
•Improve the quality of life of all citizens and free the
potential of each person; and
•Build a united and democratic South Africa able to take its
rightful place as a sovereign state in the family of nations.
•May God protect our people.
•Chapter 2: Bill of Rights
•Main article: Chapter 2 of the Constitution of South Africa
•Chapter 2 is a bill of rights which enumerates the civil, political,
economic, social and cultural human rights of the people of South Africa. Most
of these rights apply to anyone in the country, with the exception of the right to
vote, the right to work and the right to enter the country, which apply only to
citizens. They also apply to juristic persons to the extent that they are
applicable, taking into account the nature of the right. The rights enumerated
are:
•Section 9: the right to equality before the law and
freedom from discrimination. Prohibited grounds of discrimination include
race, gender, sex, pregnancy, marital status, ethnic or social origin, colour,
sexual orientation, age, disability, religion, conscience, belief, culture, language
and birth.
•Section 10: the right to human dignity.
•Section 11: the right to life, which has been held to prohibit
capital punishment,[8] but does not prohibit abortion.[9]
•Section 12: the right to freedom and security of the person, including
protection against arbitrary detention and detention without trial, the right
to be protected against violence, freedom from torture, freedom from
cruel, inhuman or degrading punishment, the right to bodily integrity, and
reproductive rights.
•Section 13: freedom from slavery, servitude or forced labour.
•Section 14: the right to privacy, including protection against
search and seizure, and the privacy of correspondence.
•Section 15: freedom of thought and freedom of religion.
•Section 16: freedom of speech and expression, including
freedom of the press and academic freedom. Explicitly excluded are
propaganda for war, incitement to violence and hate speech.
•Section 17: freedom of assembly and the right to protest.
•Section 18: freedom of association.
Let’s Chat

•How does your workplace

Code of Conduct relate
the constitution?

•LG page 22 - 24
The workplace Code • An employee code of
conduct is a legal
document that provides
of Conduct guidelines on acceptable
behaviors of individuals in
an organization. The
employee code of conduct
defines acceptable
behavior and social norms
that individuals in an
organization should adopt
on a day-to-day basis.
• Company's values.
• Employee behaviors.
• Dress code.
• Tardiness/absenteeism.
• Leave policy.
• Employee break policy.
• Conflicts of interest.
• Communication.
 mrpricegrouplimited
• The purpose of the Code is to define clear guidelines for all Associates and
Partners. Advice should be sought when in doubt about the correct course of
action in a given situation, as it is ultimately the responsibility of each of us to
uphold the values of our business, a responsibility that cannot be delegated.

• This Code sets out the ethical behavior required of all Associates and Partners of
the Group, whether in the trading divisions, at Group head office, and across all
countries in which we operate. The Group’s Partners are also required to adhere
to the Code and is incorporated by reference into the agreed contractual terms
of engagement. All parties must take careful heed of the Code’s contents and
ensure that they comply with both the written word and the spirit of the Code
and should always be guided by the following key ethical principles:

• • avoid any conduct that could expose the Group to unnecessary risk, or cause
damage to the Group or its reputation;
• • act within the law and with honesty, integrity, respect and fairness,
• • as Associates, always act in the best interests of the Group by putting the
Group’s interests ahead of personal or other interests.
 • In some cases, personal and
professional ethics may clash and
cause a moral conflict. For
When example:
personal • A police officer may personally
and believe that a law that he is
required to enforce is wrong.
professional However, under the Code of
Conduct for the South African
ethics are in Police, he is required to obey all
lawful and reasonable instructions
conflict to enforce that law unless there is
good and sufficient cause to do
otherwise.
Let’s Chat

•What happens
when your personal
values conflict with
the code of conduct
of your company.
How did you handle
these situations
 MANAGER’S ROLE IN APPLYING THE
ORGANISATION’S CODE OF CONDUCT
• Managers are responsible for ensuring that all employees are familiar
with the Code of Conduct and providing them with the assistance they
need to apply it on a daily basis:
• Endorsement Make sure that the code is endorsed by all stakeholders
• Integration Produce a strategy for integrating the code into the
standard operating procedures of the business
• Circulation Send the code to all employees in a readable and portable
form and give it to all employees joining the company.
• Personal Response Give all staff the personal opportunity to respond to
the content of the code. An employee should know how to react if he
or she is faced with a potential breach of the code or is in doubt about
a course of action involving an ethical choice.
• Affirmation Have a procedure for managers and supervisors regularly to
state that they and their staff understand and apply the provisions of
the code and raise matters not covered by it.
 • Each organisation will have
disciplinary procedures in place to
ensure that employees adhere to
the code of conduct and ethical
guidelines. This can be informal and
NON- formal disciplinary action
COMPLIANCE • Disciplinary process includes:
WITH THE • Counselling
CODE OF • First verbal warning (reprimand)
CONDUCT • First written warning
• Second/ final written warning
• Dismissal
 DISCLOSING BREACHES OF THE CODE OF
CONDUCT AND ETHICS
• Every individual has a responsibility for
ensuring that the organisation maintains the
highest levels of integrity and that the
organisation is not brought into disrepute. As
such, each person has an individual
responsibility to report possible breaches of
the code of ethics and conduct to the
appropriate persons so that it can be fully
investigated.
Let’s Chat

•Can you identify

any areas of non-
compliance/
misconduct and
the resultant
consequences?
Memo
Good day
Email
Business letter
 Descriptive Writing
• Immediately after a car accident, and for several days afterwards, people
usually experience being in shock. Common symptoms include feeling numb,
being in emotional distress, continuing to feel afraid even though the event is
over, or having unpredictable mood swings.
• You can also experience shock after an accident even if you weren’t driving the
car at the time, if you were a passenger, a pedestrian walking past, or even an
observer in another car nearby. Anger, irritability, agitation
• After an accident, people can feel angry at the driver the car, whether they were
involved or not. Many passengers can also feel angry at both the drivers
involved in the accident.
• Sometimes even those who witness a crash can blame themselves for not
being able to prevent the crash or provide first-aid, or other ideas they may
have about what they “could have done”.
• Finding it difficult to concentrate / Feeling unsociable, not wanting to talk
• Feeling upset, confused, out of control, or helpless / Feeling irritable
• Keeping busy to avoid thinking
Report

• To: Senior Managers

• Report Title : Causes of accidents in the South African workplace

• Reported By : Claudine Tucker
• Date: 04 February 2020

• Introduction: I conducted research about……

• Report Findings:
• Conclusion: I would like to recommend….
Research and reference