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Re: Purpose of the Appeals Process

Appeals can be brought against:

• Assessments that are perceived to have been unfair, invalid or unreliable.
• The assessment outcome, if the assessor’s judgement is considered to be biased.
• Inadequate expertise or experience of the assessor, if this is considered to have influenced the assessment.
• Unethical practices.
• Learners should be secure in the knowledge that they can appeal against an unfair assessment.
• Every candidate being assessed and or moderated has the right to appeal against the decisions, conduct or compliance of the assessor or moderator.
• All candidates shall be familiarized with proper appeals procedure.

Originally posted 2013-09-26 14:57:16. Republished by Blog Post Promoter

REQUIREMENTS FOR ACCREDITATION

REQUIREMENTS FOR ACCREDITATION

In order to become accredited with the SETA, an education and training provider must fulfill the following requirements:

have a shared primary focus with the SETA;
not be registered with another ETQA;
be registered in terms of applicable legislation;
have in place an acceptable quality management system (QMS);
have the ability to develop, deliver and evaluate learning programmes which culminate in specified standards or qualifications;
have in place financial, administrative and physical resources;
have in place policies and practices for staff selection, appraisal and development;
have in place policies and practices for learner entry, guidance and support.

Originally posted 2013-09-18 16:38:12. Republished by Blog Post Promoter

Leadership and Management – Relationship & Differences

Leadership and management are the terms that are often considered synonymous. It is essential to understand that leadership is an essential part of effective management. As a crucial component of management, remarkable leadership behaviour stresses upon building an environment in which each and every employee develops and excels. Leadership is defined as the potential to influence and drive the group efforts towards the accomplishment of goals. This influence may originate from formal sources, such as that provided by acquisition of managerial position in an organization.

A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that build and sustain competitive advantage. Organizations require robust leadership and robust management for optimal organizational efficiency.

Differences between Leadership and Management Leadership differs from management in a sense that:

  • While managers lay down the structure and delegates authority and responsibility, leaders provides direction by developing the organizational vision and communicating it to the employees and inspiring them to achieve it.
  • While management includes focus on planning, organizing, staffing, directing and controlling; leadership is mainly a part of directing function of management. Leaders focus on listening, building relationships, teamwork, inspiring, motivating and persuading the followers.
  • While a leader gets his authority from his followers, a manager gets his authority by virtue of his position in the organization.
  • While managers follow the organization’s policies and procedure, the leaders follow their own instinct.
  • Management is more of science as the managers are exact, planned, standard, logical and more of mind. Leadership, on the other hand, is an art. In an organization, if the managers are required, then leaders are a must/essential.
  • While management deals with the technical dimension in an organization or the job content; leadership deals with the people aspect in an organization.
  • While management measures/evaluates people by their name, past records, present performance; leadership sees and evaluates individuals as having potential for things that can’t be measured, i.e., it deals with future and the performance of people if their potential is fully extracted.
  • If management is reactive, leadership is proactive.
  • Management is based more on written communication, while leadership is based more on verbal communication.
  • The organizations which are over managed and under-led do not perform upto the benchmark. Leadership accompanied by management sets a new direction and makes efficient use of resources to achieve it. Both leadership and management are essential for individual as well as organizational success.

    Originally posted 2013-09-21 17:18:36. Republished by Blog Post Promoter

    Coordination and Cooperation

    Co-ordination is an orderly arrangement of efforts to provide unity of action in the fulfillment of common objective whereas co-operation denotes collective efforts of persons working in an enterprise voluntarily for the achievement of a particular purpose. It is the willingness of individuals to help each other.

    Co-ordination is an effort to integrate effectively energies of different groups whereas co-operation is sort to achieve general objectives of business.

    Though these two are synonymous but they are different as below:

    Differences between Co-ordination and Co-operation

    Basis Co-ordination Co-operation
    Meaning It is an orderly arrangement of group efforts in pursuit of common goals. It means mutual help willingly.
    Scope It is broader than co-operation which includes as well because it harmonizes the group efforts. It is termed as a part of co-ordination.
    Process The function of co-ordination is performed by top management. The functions of co-operation are prepared by persons at any level.
    Requirements Co-ordination is required by employees and departments at work irrespective of their work. Co-operation is emotional in nature because it depends on the willingness of people working together.
    Relationship It establishes formal and informal relationships. It establishes informal relationship.
    Freedom It is planned and entrusted by the central authority & it is essential. It depends upon the sweet will of the individuals and therefore it is not necessary.
    Support It seeks wholehearted support from various people working at various levels. Co-operation without co-ordination is fruitless & therefore it may lead to unbalanced developments.

    Therefore, existence of co-operation may prove to be effective condition or requisite for co-ordination. But it does not mean that co-ordination originates automatically from the voluntary efforts of the group of members. It has to be achieved through conscious & deliberate efforts of managers, therefore to conclude we can say that co-operation without co-ordination has no fruit and co-ordination without co-operation has no root.

     

    Originally posted 2013-10-05 10:36:07. Republished by Blog Post Promoter

    Re: How does affirmative action and skills shortage affect recruitment?

    SUITABLY QUALIFIED CANDIDATES

    According to the EEA, suitably qualified employees from designated groups must have equal opportunity and be equitably represented on all occupational levels. The employer achieves this by appointing suitably qualified candidates, ether from the internal or external pool of candidates. This must be achieved through affirmative action measures being applied and implemented. The question to be asked is when is a designated person suitably qualified for a position? Clearly, designated people are previously disadvantaged and therefore do not have the necessary skill, education training, qualification or experience. If these qualifications are set for all the candidates in the organisation, then the unfairness will be perpetuated as the designated groups will again fall foul due to a lack of skills, training, qualification or experience.

    For this purpose the EEA defines suitably qualified people for the purpose of affirmative action in section 20(3). It should be noted that Section 15 of Chapter 3 specifically states that affirmative action measures are measures designed to ensure that suitably qualified people have equal employment opportunities and are equitably represented in all categories and levels of the workforce. There is therefore no requirement on a designated employer to apply affirmative action measures to people who are not suitably qualified. Although, it is the prerogative of the employer to make provision for people who are not suitably qualified, by way of training, development, mentorship, counselling, etc.

    According to the EEA, a person may be suitably qualified for a job as a result of any one of, or a combination of:

    that person’s formal qualifications;

      *prior learning;
      *relevant experience; or
      *the capacity to acquire within a reasonable time the ability to do the job.

    During the recruitment process of an AA candidate, the employer must take all or some of the above factors into consideration when deciding whether a person is suitably qualified and may not unfairly discriminate against the person solely on the grounds of that candidate’s lack of experience. A lack of experience will therefore be unfair unless the employer can make out a good case as to why experience would be necessary for a specific position (core function or inherent requirement).

    Originally posted 2013-10-13 10:05:07. Republished by Blog Post Promoter