WELCOME TO USB MESSAGES. Administration focuses on general management skills, entrepreneurship knowledge and understanding FROM THE DIRECTOR OF USB

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2 1 CONTENTS WELCOME TO USB... 2 MESSAGES... 2 FROM THE DIRECTOR OF USB... 2 FROM THE PROGRAMME HEAD... 3 WHY STUDY AT USB?... 4 CENTRAL LOCATION... 5 WHAT CAN YOU DO WITH THIS QUALIFICATION?... 6 THE PROGRAMME IN A NUTSHELL... 7 WHO SHOULD APPLY?... 9 PROGRAMME OUTCOMES ADMISSION REQUIREMENTS ASSESSMENT STRUCTURE AND CONTENT CORE MODULES ELECTIVES BENEFITS OF CONTINUING WITH USB S MBA DATES FOR PROGRAMME FEES FOR HOW TO APPLY TECHNOLOGY REQUIREMENTS AND SUPPORT ADDITIONAL INFORMATION FOR FOREIGN STUDENTS MORE ABOUT USB CONTACT DETAILS... 31

3 2 WELCOME TO USB USB s internationally accredited Postgraduate Diploma in Business Management and Administration focuses on general management skills, entrepreneurship knowledge and understanding business in Africa. It can also provide access to an MBA. MESSAGES FROM THE DIRECTOR OF USB Prof Piet Naudé USB Director University of Stellenbosch Business School The University of Stellenbosch Business School is one of the few Triple Crown schools in the world schools with the three major international accreditations, namely AACSB, EQUIS and AMBA. You therefore know in advance that the standard of our academic programmes, infrastructure and learner support is world-class. This is what you need to know about USB: We are deeply committed to Africa, but at the same time we educate you to function in a global business world. We will lead you to study the latest theories in a particular field, but also provide you with opportunities for the practical application in your business. We will walk the road to sharpen your critical thinking abilities, but also ignite your passion for better business skills. We will widen your strategic vision, but also equip you with operational skills in fields like leadership, finance and marketing. We will carefully select you to enter into one of our programmes, but then engage with you to leave us as a changed person. What else should you know about the School? Over and above our international accreditations, we would like you to know about our global connections, our cooperation with the business sector, our approach to quality training, the relevance of the research we undertake and the innovative academic

4 3 programmes that we offer. We would also like you to know that if you come to USB, we will change your life for the better. Ultimately, everything we do, including our collaboration with Stellenbosch University, is aimed at bringing hope to Africa and to the world. Welcome to USB your preferred business knowledge partner. FROM THE PROGRAMME HEAD Martin Butler Head: Postgraduate Diploma in Business Management and Administration University of Stellenbosch Business School USB recognised the market need for managers and entrepreneurs who wish to study towards a formal management qualification, but not necessarily the flagship MBA programme. Changes in the regulatory environment coupled with the transformational power of technology resulted in the perfect storm that gave birth to USB s new Postgraduate Diploma in Business Management and Administration (PGDip BMA) in The joint design of the PGDip BMA and MBA allows students to experience an unrivalled learning path when doing the two qualifications in succession. However, the PGDip BMA is also an exit-level qualification that will not leave the graduate who do not want to do the MBA feeling short-changed. The PGDip BMA s unique focus on innovation and entrepreneurship and strong grounding in technology, both in terms of the delivery process and content, makes this a meaningful qualification on the African continent. The golden thread of innovation and entrepreneurship runs through all functional modules. By applying the learning in their own work environment participants see the return on their investment while studying. The unique delivery method significantly lowers opportunity cost and makes the student cohort a very diverse community that improves the learning experience beyond the content conveyed by faculty. USB s new PGDip BMA is the result of creative thinking to develop the skills required to successfully manage on the African continent in the era of digitising management and education.

5 4 WHY STUDY AT USB? Three international accreditations USB has three quality guarantees in the form of AACSB, EQUIS and AMBA accreditation. USB was the first school from an African university to hold all three international accreditations for business schools. International exposure Students will experience the international dimension at work at the School. The School s international participation is demonstrated by its three international accreditations, its international student body, visiting international faculty and exchange students, the compulsory MBA International Study Module at a foreign business school, its presence in many parts of the African continent, and partnerships with business schools on all continents. Africa-focused expertise USB is your business knowledge partner in Africa. The School has become known for its African-focused expertise in areas such as development finance, ethics and corporate governance, personal leadership development, management coaching, futures research and emerging countries economics. Leadership development A strong focus on leadership development forms part of USB s programmes in particular its MBA and Postgraduate Diploma in Leadership Development. USB s leadership expertise is benchmarked against international standards and endorsed by a growing body of respected research institutions. Collaborative learning Collaborative learning is a key feature of USB s programmes, and this intense engagement contributes to the life-changing experience of studying with us. Each student brings unique knowledge and management experience to the table. They come with different qualifications, industry experience and cultural backgrounds. This diversity enables students to learn from one another and to work with different perspectives. Networking and diversity On your leaning journey, you will collaborate with people from a wide range of cultures and countries. Students come from all over South Africa, the rest of Africa and the world. This diversity will add depth to

6 5 your learning experience and help you to build valuable networks of business contacts and fellow students that will last you a lifetime. Upon graduation, you become part of the USB Alumni Association with its over members, offering access to continued learning, networking and more. Career development USB s Career Services prepares students for their next career moves. Services to students include career planning and development, and exposure to career opportunities. Business knowledge USB creates business knowledge through its research centres, academic conferences and seminars, a research fellowship programme, the research undertaken by its faculty members and students, and its partnerships with the business industry and other academic institutions. The School shares its research with its students from all over the world, as well as with stakeholders such as alumni and business leaders. Business connections USB s close cooperation with industry ensures an academic offering aligned with the needs of the world of work. Areas of alliance and collaboration include representation by the local and international business community on the USB Advisory Board and on the School s academic programme advisory committees (Roundtables). Partnerships between USB and industry include societal initiatives such as the USB Small Business Academy. Social engagement USB engages with social issues in its research agenda, academic programmes and as part of its societal engagement programme. The school s main social initiatives are its Small Business Academy, its subsidised Management Programme for Non-profit Organisations and its bursary scheme. CENTRAL LOCATION Everything within reach The hilltop campus of USB is situated in the ever-expanding Tyger Valley business district, which is about halfway between the Cape Town CBD and Stellenbosch, home of USB s mother institution, Stellenbosch University.

7 6 The campus is close to main access routes, the Cape Town International Airport, shopping malls, sports facilities, entertainment and first-class medical facilities. Also within easy reach are attractions such as the V&A Waterfront, Cape Point, Table Mountain (a World Heritage site and one of the new Seven Wonders of the World), Robben Island, Kirstenbosch Botanical Gardens and the neighbouring Boland area with its cultural heritage, scenic beauty and world-famous winelands. Cape Town as top destination As South Africa s second main economic centre, Cape Town offers a world of possibilities for business people. The city has a thriving service-based metropolitan economy where growth is often driven by innovation. Cape Town is also located in a biodiversity hotspot called the Cape Floral Kingdom which has plant species, 70% of which are not found anywhere else in the world. In 2014, World Travel Awards rated Cape Town as Africa s leading travel destination. WHAT CAN YOU DO WITH THIS QUALIFICATION? Acquire entrepreneurship skills and an innovative approach to business: Entrepreneurship is integrated in all the modules of this programme to emphasise the value of innovation and entrepreneurship as key drivers of the economy. Gain access to an MBA: No direct access to an MBA is allowed at a South African academic institution without an appropriate 4-year degree or postgraduate qualification. This postgraduate diploma contains the essence of the learning assumed to be in place to complete the new 213-credit MBA and provide access to USB s internationally accredited MBA for those who pass at a particular level. Graduates of this postgraduate diploma continuing with USB s MBA will get recognition for 32 credits (15%) on the MBA. Acquire general management skills: This programme covers the general skills and know-how you need to manage in an organisation or your own business. This includes managerial accounting, human capital management, operations, marketing management and other modules. Understand business in Africa: The content of this programme is focused on Africa and those wishing to do business on the African continent with support structures in Africa.

8 7 Strong focus on entrepreneurship and innovation Innovation is the spirit that drives this programme. You will encounter this in the Innovation Management Module, the Digital Quotient Module and the Entrepreneurship Module, among others, and in the attitude of USB s faculty members and your fellow class mates. Why? Because it is innovation that makes people, businesses, industry sectors and societies move forward. What s more, Africa has innovation in abundance; it just needs to be harnessed and managed which is what this programme sets out to do. The highly interactive online (mobile app or browser-based) classes also represent an innovative approach to management education. THE PROGRAMME IN A NUTSHELL Overview This internationally accredited programme is aimed at working professionals who want to acquire general management skills underpinned by an entrepreneurial approach to business. This one-year programme has two formats Blended Learning and Modular. The Blended Learning format (mixed learning format) with compulsory on-campus blocks at the start and the end of the programme. In between these blocks, classes are presented late afternoons on Wednesdays, and students can choose between on-campus and online delivery. The Modular PGDip BMA is delivered in five one-week blocks (Monday to Saturday) spread over one year. Classes are presented in English. The programme comprises 120 credits. Learn while you earn This is a learn-while-you-earn programme. Both formats Blended Learning and Modular allow you to study while you work without infringing too much upon your work obligations. It also allows you to start applying your newly acquired skills in your workplace right from the start. Flexibility The programme allows for flexibility in various ways. Students can choose between the Blended Learning format and the Modular format (see below). Students can also choose between hardcopy (printed) books and e-books, which may reduce the cost of books for students.

9 8 The Blended Learning PGDip BMA You may opt to attend all the classes on the USB campus in Cape Town north, or you may opt to combine the class contact sessions with online delivery modes. All students need to attend the first block (orientation) and the last block (electives) on the USB campus. The classes in between, i.e. from February to October, are presented on campus as well as online on Wednesday afternoons (from 16:00 till 20:00), giving students the option to attend on-campus classes or to watch live-streamed classes online from wherever they are. Students can choose to do the Wednesday afternoon classes in one of the following ways: On campus at USB (residential delivery) OR Online with web-based support (blended delivery) OR A combination of on-campus sessions and online learning (mixed delivery). The blended delivery option opens up access to students from elsewhere in South Africa, from other African countries and even further afield. If you do the Wednesday afternoon classes through online studies, you only need to travel to USB twice during the year, which lowers the opportunity cost to obtain this postgraduate diploma. The duration of the programme is one year for all modes of delivery. Orientation block (6 Core modules (Wednesday Elective block (6 days) days) afternoons, Feb to Oct) Residential learning (on On campus On campus On campus campus) Mixed learning (on On campus Combination of on-campus On campus campus + online) and online learning Blended learning On campus Online learning only On campus

10 9 The Modular PGDip BMA The Modular PGDip BMA is delivered in five one-week blocks (Monday to Saturday) spread over one year. This allows students to study while they are working. It also allows students from further afield to attend. WHO SHOULD APPLY? Working professionals Managers who wish to complete an MBA but who do not qualify for entry directly into a Master s programme. Successful completion of the Postgraduate Diploma in Business Management and Administration to a particular standard (65% average in core subjects) will allow entry into the MBA. Students who completed this postgraduate diploma will only need to do the written essays and OPQ32 tests before commencing with the USB MBA. Students who do not obtain 65% average are still welcome to apply to study the MBA, but will be treated like any other applicant and have to complete the full set of admissions and selection tests. Managers who want to broaden their management skills, but who do not necessarily want to enrol for an MBA and/or who do not want to do research on MBA level (MBA research assignment) Managers and leaders who work full-time, who cannot complete lengthy residency periods at USB and/or who would prefer to do the majority of their learning off campus. RPL candidates who wish to enrol for an MBA at USB All Recognition of Prior Learning (RPL) candidates have to do USB s Postgraduate Diploma in Business Management and Administration before doing the MBA. MBA students who want to strengthen their knowledge MBA students at USB who want to supplement their knowledge in a particular area may register for certain modules on the Postgraduate Diploma in Business Management and Administration. This can be done before commencing, or even in the early stages of, their MBA studies.

11 10 PROGRAMME OUTCOMES The purpose of this general management programme is to: Equip you with entrepreneurial skills Broaden your knowledge of the various management disciplines in the business environment Enable you as a working professional to undertake development by means of a systematic survey of current thinking and practice and to learn via application in a working environment Equip you with the ability to define and develop an enterprise s value proposition in an increasingly competitive and volatile environment Enable you to use analytic skills to deal with business problems, but always within the particular social system in which you operate Deal with business problems both systematically and analytically. ADMISSION REQUIREMENTS The following minimum admission criteria are applicable: Academic qualifications: A three-year Bachelor s degree or advanced diploma at NQF level 7, or higher. Work experience: A minimum of two years of relevant full-time work experience (preferably at a managerial level). Selection test: The SHL selection test for Numeric, Verbal and Inductive Reasoning. This test can be completed either on campus or online. Additional documentation: A comprehensive CV indicating your work experience. Highly recommended: Mathematics at NNS (Grade 12) level or equivalent; proficiency in English. More about the SHL The SHL consists of a verbal critical reasoning assessment, a numerical critical reasoning assessment, an inductive reasoning test and an occupational personality questionnaire (OPQ) which specifically focuses on behavioural preferences. The test takes about three hours to complete and no preparation is required beforehand. When and where: Applicants may do the SHL test on set dates or by appointment at USB or at other centres in the country.

12 11 Cost: R2 800 (if taken at USB). Please note: You can only take the SHL test once you have started your electronic application process because you will need a provisional student number for payments and for SHL reports (which will be linked to your electronic application). The total therefore is R3 700 (R2 800 SHL test + R900 PGD in Business Management and Administration application fee). Please see bank details below and use your provisional student number as reference. Book: Contact USB on telephone or Additional information: Go to Assessment and Recognition of Prior Learning USB provides wider access to its programmes through its Assessment and Recognition of Prior Learning (ARPL) process. In line with the requirements of the Council for Higher Education (CHE), USB may admit up to 10% of its student body under ARPL. In order to be admitted to a Postgraduate Diploma at USB, candidates should be in possession of a relevant degree or National Diploma at NQF level 7. Candidates who wish to be admitted under the ARPL policy will firstly have to submit all the documentation and tests as required for all prospective students. In addition, prospective students applying for a Postgraduate Diploma at USB have to adhere to the following: 1. Have at least an NQF 4 qualification. 2. Have at least TEN years of working experience after obtaining a school leaving certificate, of which at least FIVE years should have been in a management or related professional position. 3. Submit a comprehensive CV, indicating detailed areas of responsibility as well as information of activities outside the work environment. 4. Provide USB with at least two references (typically current or former line heads) who can testify about the candidate s managerial or related professional abilities. These references will be required to give a detailed personal reference about the candidate on forms provided by USB. 5. Next, USB s Admissions Committee (head of the programme and another academic) will conduct an in-depth interview with the candidate. 6. If the Committee is of the opinion that the candidate has the abilities to cope with the demands of the Postgraduate Diploma, he/she may be admitted.

13 7. A recommendation of admission is sent via USB s Academic Planning Committee to the Board of the Faculty of Economic and Management Sciences for notification. 12 ASSESSMENT All modules are assessed via written assignments and the submission of a final assignment. Students have to obtain at least 50% for each core module (96 credits) and 50% for 24 credits via elective modules to graduate. STRUCTURE AND CONTENT The programme is structured into 12 core modules (compulsory) and 3 electives (choose 3 out of 4 electives on offer). Id Core modules Credits Notes 1 Digital Quotient 8 Resident only, done during orientation block 2 Economics for Managers 8 Part of 15% MBA credits 3 Entrepreneurship 8 Resident or Online 4 Human Capital Management 8 Part of 15% MBA credits 5 Innovation Management 8 Resident or Online 6 Managerial Accounting 8 Part of 15% MBA credits 7 Managerial Statistics 8 Part of 15% MBA credits 8 Information Systems Principles 8 Resident or Online 9 Marketing Management 8 Resident or Online 10 Principles of Operations 8 Resident or Online 11 Sustainable Enterprise 8 Resident or Online 12 Systems Methods 8 Resident or Online Id Electives Credits Notes E1 Futures Studies (Elective option 1) 8 Resident only, done during elective block E2 Manager as Coach (Elective option 2) 8 Resident only, done during elective block E3 *Project Management (Elective option 3) 16 Resident only, done during elective block E4 Risk Management (Elective option 4) 8 Resident only, done during elective block *Note: The Project Management elective has a weighting of 16 credits, which is equal to two of the other electives. Students who choose this elective only need to select one other elective. CORE MODULES The core modules are Digital Quotient, Economics for Managers, Entrepreneurship, Human Capital Management, Information Systems Principles, Innovation Management, Managerial Accounting, Managerial Statistics, Marketing Management, Principles of Operations, Sustainable Enterprise and Systems Methods.

14 13 Digital Quotient This module covers digital literacy and effective information searches; information judgement fitness for purpose; online collaboration; effective communication; intermediate proficiency in a productivity suite; ethics in the digital world; and plagiarism. After completion of the module, students will be able to: Define the concept of literacy and argue why digital literacy is encapsulated within the concept of literacy in the modern business environment Search effectively for information in the open domain (public search tools) as well as by using SU research (online databases) Judge authenticity, bias, primacy, persuasiveness, and completeness of information and information sources for a specific purpose Collaborate with others by using digital tools (public as well as institutional) to enhance learning Argue the basic principles and importance of ethical behaviour in the digital world Clearly distinguish between the uses of sources in compiling reports so that plagiarism is avoided Communicate information persuasively to meet the needs of various audiences through the use of an appropriate medium Make decisions in an increasingly digital world that takes cognisance of all the complexities and opportunities brought about by the digital transformation of organisations. The Programme Head: Postgraduate Diploma in Business Management and Administration, Martin Butler, says this about the Digital Quotient module: We have always known the importance of IQ, and more recently EQ linked with a strong dose of hard work to ensure success. However, in the modern digital business environment the Digital Quotient (DQ) or ability to operate in an increasingly digital world is becoming paramount for success. The DQ module raises the students DQ to the levels required to seamlessly and painlessly partake in digital learning that is key to this programme, as well as to engage via digital technologies with the business world. The ability to effectively use technology, or DQ, will become

15 14 a differentiator in the modern business environment. This is why this module is one of the cornerstones of this qualification. Economics for Managers This module focuses on: the meaning of economics and economic systems, economics influences on society; the meaning and challenges of globalisation and international economic integration, especially with regard to an open developing economy; the African context; the application of the principles of supply and demand in a market economy; the implications of the interaction between changes in one or more of a wide range of macro-economic forces; economic growth and development; inflation; unemployment; the balance of payments and exchange rates; the reasoning behind economic policy decisions, and the impact of such decisions on the managerial function. After completion of the module, students will be able to: Evaluate, substantiate and challenge positions taken in public and professional debate about the macroeconomic system Describe how economics influences all stakeholders in society Define the meaning and challenges of globalisation and international economic integration and describe their influence on the future performance of a country, organisation or manager Explain the behaviour of consumers and firms in a modern economy and provide representative examples of this behaviour Classify how aggregate economic activity is measured and differentiate between the measures used Describe the implication of the interaction between changes in one or more of a wide range of macro-economic forces (economic growth, unemployment, inflation, exchange rates, balance of payments) Outline what economic information is needed and available to make an informed decision, and to know how to integrate this information, process it and arrive at a decision Combine the above to infer why economic policy decisions are made, and analyse the impact of such decisions on the managerial function. Entrepreneurship This module covers the following: entrepreneurial activities in enhancing socio-economic growth and prosperity; start, manage and sustain entrepreneurial businesses; entrepreneurial issues at strategic and operational levels; and the importance of entrepreneurship and its underpinning dynamics. After completion of the module, students will be able to: Appreciate the role of entrepreneurship in value creation and value capturing in the economy

16 15 Describe and create a differentiated competitive advantage within the knowledge economy and South Africa Identify and develop entrepreneurial characteristics, including mind set, skills and networks Gather information effectively and responsibly, and analyse, organise and critically evaluate it Distinguish the critical elements in entrepreneurial start-up firms, including opportunity finding or creation, selection, the business case, business planning, funding sources and pitching, resourcing and startup Apply steps required to formalise and establish an entrepreneurial business, identify and deal with obstacles Examine the nature of and conditions for intrapreneurship or corporate entrepreneurship in established/mature firms Recognise social innovation and entrepreneurship as alternative value creation vehicles. Human Capital Management This module focuses on high-performance people management, approaches to organisational structure, career development and talent management. After completion of the module, students will be able to: Identify the important role of high-performance people management practices in an organisation (including HR s role) Apply transformation and organisational change as a core management competence Apply sound principles in creating organisation structures and role designs Describe performance contracting, reviews and balanced feedback in creating and maintaining a culture of performance Demonstrate sound talent management practices in recruiting and retaining high-talented people Describe the importance of transforming to multicultural organisations Interpret sound employee relations and resolving differences. Information System Principles This module focuses on positioning Information Systems; hardware, software, data, networks and IT architecture; people and processes; ecommerce and process design; functional IS and Enterprise Systems; IS and decision support; social and ethical issues in IS. After completion of the module, students will be able to: Define the role of Information Systems (IS) in a business environment.

17 16 Use the systems approach to reduce the complexity of IS into different perspectives that allows a non-technology intrinsic discussion on the contribution of IS to organizational success. Define the complementary role of hardware, software, data and networks in IS. Position the attractiveness of a product or service for ecommerce and make recommendations on the steps required to move a product / service online. Distinguish function IS from enterprise IS and contribute to building a business case for real time integrated business processes supported by technology, when appropriate. Argue the contribution of various IS in providing support in the decision making process. Argue the personal and social impact of IS within an organization, or society. Innovation Management This module focuses on innovation definition; innovation typologies; innovative environments and creativity; the innovation funnel; project management for innovation; forms of capital and value definition; business model innovation; disruptive technologies; open innovation; technology and innovation; barriers to innovation; and change management and the innovative organisation. After completion of the module, students will be able to: Define innovation and the different categorisations of innovation Evaluate and create the environments that lead to creative thinking Define the concept of the innovation funnel and the importance of idea generation to feed the funnel to ensure sufficient innovative idea Define the concept of open innovation and be able to evaluate whether improvement opportunities could benefit from open innovation Argue the complementary role of project management in the innovation environment and use the basic principles of project management to structure the innovation process Provide examples of disruptive technologies that have changed the business models or value chains in industries Provide a comprehensive list of barriers to innovation in an organisation and be able to identify these barriers in a particular organisation Define practical measures to address the barriers to innovation in an organisation. Managerial Accounting This module focuses on understanding of management accounting and financial accounting; cost concepts applied by managers in internal financial information; financial information disclosed in the

18 17 financial statements (with specific focus on the cash flow statement and the management of cash flows); sustainable growth rate; and financial health. After completion of the module, students will be able to: Classify costs in terms of fundamental classifications Describe and apply the absorption costing and variable costing method Apply the contemporary management techniques to calculate breakeven and other measures of cost management Relate different accounting transactions to the various components of financial statements Interpret the cash flow statement, apply working capital management and calculate the sustainable growth rate pertaining to cash flows Compute and present the financial health of a company based on financial ratio analysis. Managerial Statistics This module focuses on data description; probability; probability and sampling distributions; estimation; tests of hypotheses; correlation; regression; and contingency tables. After completion of the module, students will be able to: Describe data using basic statistic descriptors Recognise and apply probability distributions Be able to describe the concept of sampling distributions. Develop point estimates and construct confidence intervals Test statistical hypotheses Analyse relationships between variables measured on both the qualitative and quantitative scales Build and interpret statistical decision models. Marketing Management This module focuses on the role of marketing in society and its impact on both consumers and organisations; consumerism and customer centricity and the relationship to all parts of the business; marketing s central role in the organisation; principles of marketing; the marketing concept and process; consumer behaviour and the concept of value; directional strategies (STP), including segmentation, target market selection and positioning; branding; marketing strategy, including the traditional and expanded marketing mix; implementation and control; and the formulation of a marketing plan. After completion of the module, students will be able to: Demonstrate knowledge and comprehension of the marketing concept and processes

19 18 Evaluate the marketing environment of an organisation Demonstrate the ability to evaluate and select market segments Develop the ability to use critical thinking skills to make tactical marketing decisions Relate marketing perspectives and decisions to ethical standards Critically review and analyse information to make marketing decisions Apply marketing knowledge and skills to develop a marketing plan Analyse the role of marketing in modern-day organisations Evaluate the marketing function s accountability for decisions and actions. Principles of Operations This module focuses on value chains and core and supporting functions; generic operations performance objectives and trade-offs; business processes as an alternate view to value creation; continuous improvement and process re-engineering; the product-process matrix; product design and customer order decoupling point; operations quality and the optimum level of quality; inventory costs; and operations improvements techniques (TOC / Lean / 6sigma). After completion of the module, students will be able to: Construct and analyse a value chain for an organisation Place the operations function in the correct context when viewing the organisation from a value chain perspective Measure and prioritise the generic operations performance objectives and argue the trade-off between these when striving for operations improvement Develop knowledge of the business process perspective and argue how this alternative view of an organisation s value creation processes can be used to improve operational performance Position an organisation on the product-process matrix and define key operations decisions associated with the process characteristics Define the principle of quality for any transformation process and apply the concept of an optimum level of quality to process design Define the different costs associated with inventory and assign these costs in a practical example, and use specific policies to improve inventory related costs and risks Demonstrate knowledge and comprehension of how the concept of QFD can be applied to transform customer requirements into process characteristics. Sustainable Enterprise

20 19 This module covers the following: The sustainable development imperative for organisations; sustainability principles and issues in organisational operations, especially in relation to the environmental and social implications thereof; value and importance of accountability systems and reporting mechanisms as expressions of good governance in support of long-term sustainable business development. After completion of the module, students will be able to: Demonstrate knowledge and comprehension of the systemic interrelationship between an organisation and the environmental, social and economic conditions in its operational context Analyse the most relevant concepts that inform the meaning of sustainable development in application to an organisational context Critically review and analyse the importance of social legitimacy and stakeholder engagement for the development of a sustainable organisation Evaluate the position of an organisation in terms of its exposure to environmental and social risks and opportunities and demonstrate the ability to apply appropriate models for engagement with it Apply the principles, processes and practices of intra-organisational collaboration and integration for sustainable development and examine the effectiveness thereof in organisational settings Evaluate the importance of accountability systems and reporting mechanisms to monitor organisational performance for sustainable development and assess and critique examples thereof in organisational contexts. Systems Methods This module focuses on systems philosophy and complexity; social systems methodology; defining problems and designing solutions; systemic organizational development; and systems dynamics. After completion of the module, students will be able to: Demonstrate knowledge and comprehension of the need for an integrative worldview given the complexity inherent in society at large and business in particular Develop a critical understanding of the systems thinking philosophy Apply social systems methodology to analyse and understand business and management related issues Develop the ability to use systems thinking to integrate different business and management fields into an integrated whole understanding the links between subjects such as strategic management, financial management, marketing management, etc. Apply systems thinking to define problems and design solutions

21 20 Critically review and analyse systems thinking to foster and facilitate organisational development initiatives Apply systems dynamics (causal loop diagrams) to develop an understanding of the dynamics underlying systemic problems. ELECTIVES You need to choose three of the following electives: Futures Studies, Manager as Coach, Project Management and Risk Management. Futures Studies This elective covers the principles and key concepts of futures studies; causal layered analysis; trend and megatrend analysis; the use of scenarios; and the nexus between futures studies and strategic management. After completion of the module, students will be able to: Distinguish between good and bad work in futures studies Demonstrate the ability to apply the key concepts of futures studies to business and societal issues Apply causal layered analysis to reveal the scope and nature of futures-related problems and issues Use trend and megatrend analysis to measure the future Use scenarios to scope the future Position futures studies in the field of strategic management Apply futures studies to effect change and transformation. Manager as Coach This elective covers the following: management coaching; coaching models; role of coaching in an enterprise; coaching skills, ethical guidelines for coaching; coaching practices; coaching culture and maturity; coaching flexibility and tailoring; coaching observation; and the role of reflection in coaching. After completion of the module, students will be able to: Define what coaching is and how it is similar and different from other help-professions Describe some basic models of coaching, appropriate to the role of Manager as Coach Apply the fundamental coaching skills, ethical guidelines and models to their coaching practice (in and out of class) Learn to position coaching as a management and leadership tool in their unit/department or organisation

22 21 Distinguish good coaching practices from those which have the potential to do harm to their clients Analyse their organisational or departmental culture and learn how to use coaching to align a team s thinking around a preferred culture and management approach or style Observe fellow-learners applying their coaching skills and models, and provide constructive feedback Use a reflective journey to support the transfer of learning to the workplace. Project Management This elective covers the following: the project management philosophy; project management techniques; projects objectives and strategic intent; project business case; project initiation; project scoping; project statement of work; risk management; project progress reporting; project communication; project success and project management success; project health; project closure. After completion of the module, students will be able to: Define the generic project management philosophy Describe project management techniques and principles Position a project s objectives relative to the organisation s strategy Initiate a project by creating an appropriate business case Apply the project scoping technique to determine and document the project statement of work Identify, list and categorise project risks and define appropriate management actions Measure and present project progress by using appropriate project communication techniques Distinguish between project success and project management success Compare a project s performance with the stated baseline to present the project health to stakeholders Define project closure actions and challenges. Note: The Project Management elective has a weighting of 16 credits, which is equal to two of the other electives. Students who choose this elective only need to select one other elective. Risk Management This elective covers the following: Enterprise and project risk; risk categorisation; origins of risk; risk management process; issue log; risk register; risk ranking; risk and the availability of information; risk mitigation; roles and responsibilities for risk mitigation; risk mitigation and cost; residual risk; and risk management maturity. After completion of the module, students will be able to: Define the concept of risk for both projects and operations

23 22 Categorise the different risks faced by organisations and describe the origins of risk Present the risk management process and list the artefacts produced by the process Rank risks by means of the impact and the likelihood of occurrence Present, and argue, the correlation between risk and the availability of information Categorise risk mitigation and describe the actions associated with mitigation options Define mitigation actions and allocate roles for risk mitigation Assess the success of risk mitigation Argue, and present, the correlation between risk mitigation and the cost of mitigation. Construct a business case to accept residual business risk Analyse risk management practices in an organisation to define risk management maturity. BENEFITS OF CONTINUING WITH USB S MBA Changed legislation applicable from 2016 onwards will require all students to have either an appropriate 4-year degree or a postgraduate qualification such as USB s Postgraduate Diploma in Business Management and Administration (passed at a particular level) in order to gain direct access to the new 180-credit MBA in This Postgraduate Diploma covers the learning assumed to be in place to do an MBA. Over and above direct access to an MBA, this Postgraduate Diploma holds other benefits for those continuing with USB s MBA as certain modules (4 modules, 32 credits) on the MBA and Postgraduate Diploma overlap. In practice, both the Postgraduate Diploma students and MBA students attend the same classes. For those students continuing with USB s MBA this means 4 modules less during their MBA studies as they have already done these 4 modules.

24 23 Overlap between MBA modules and PGD modules DATES FOR 2016 Blended Learning PGDip BMA Initial on-campus block: January 2016 (including orientation) Wednesday afternoon classes (from 16:00 till 20:00): February to October 2016 Elective block: November 2016 Modular PGDip BMA Block 1: 8 13 February 2016 (including orientation) Block 2: April 2016 Block 3: June 2016 Block 4: 5 10 September 2016 Block 5: November 2016 Deadline for applications South African students: 15 December each year Foreign students: 30 August each year

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