The Role Of Managers In Staff Training Management Essay

The Role Of Managers In Staff Training Management Essay This paper explores how the organization benefited by training process. The purpose of this paper is to assess the benefits for the training and development in Retail organization. One of the most important resources of retail is their staff. In order to provide satisfactory service to their customer and able to face the future challenges, the staff should have proper skills which are continually develop.( Gower handbook,1991). It also outlines the special issue which identifies developments in the field of training for employees, recruitment, their transition to work, and their continuous development. Research objectives The research is focused on training and development on Marks and spencer with a view to wider application to other retailer in the country. Its objectives are to -Critically examine training needs in retail organization -Examine the role of managers in staff training and development -Examine approaches to training and development in the United Kingdom. Theoretical perspective relevant to the topics such as motivation Identify the approaches which could be adopted and make recommendations. Research Methods The research methodology will seek the answers to these questions as well as evidence as to which training needs have priority and which approach are most effective and relevant to the organization. The argument to be developed in this dissertation is that the most cost effective and culturally acceptable approach will be to identify training as an essential part of all manager roles and show how this might be implemented. The following are the types of research design that could be used -Research reviews -Qualitative research -Analysis of existing records -Ad hoc sample survey and regular surveys -Case study -longitudinal studies -Experimental Literature Review In order to explain the importance of training and development in an organisation the chapter is begin with the history of the subject, describe and discuses its definitions and benefits. It considers some model of training and development and some organisation of UK are using some of the models. History of training and development Human resources are considered by many to be the most important asset of an organization. Until now very few employers are able to exploit the full potential from their employees.(Jeff Lee,2005) Strategic human resource management (SHRM) is concerned with the contributions which human resource strategies can make to achieve organizational effectiveness and the ways to achieve those contributions (Jeff E Lee D, 2005). Strategic human resource development is the most current form of training and development where training and learning are strategically integrated vertically with organisational goals and horizontally to other HR activities (Millmore, Lewis, Saunders, thornhill and morrow 2007) Training and development can be identified as a planned process to improve the human capacity by modifying their skills, knowledge and attitudes. More recently the training and development term has been replaced by the term HRD (human resource development) which mainly focus on individual and organisational learning. The systematic approach training is described by as a cycle of four activities identify of HRD needs, plan and design HRD interventions to meet those indentify needs, implement the HRD interventions and finally evaluate the outcomes.( Millmore, Lewis, Saunders, thornhill and morrow 2007).This approach will be briefly discuss later part of the report. According to McCracken and Wallace, (2000) Strategic human resource development is a creation of a learning culture in which a range of training, development and learning strategies both respond to corporate strategy and help to shape and influence it. Based on the Garavans (1991) work, they redefined the nine key characteristic of SHRD practice. In their work they present SHRD as very strategically mature and compare with HRD and training where strategic maturity is absence. (Millmore, Lewis, Saunders, thornhill and morrow 2007) Key SHRD characteristics Integration with organisational missions and goals. Top management support. Environmental scanning. HRD plans and policies. Line manager commitment and involvement. Existence of complementary HRM activities. Expanded trainer role. Recognition of culture. Emphasis on evaluation Source: McCracken and Wallace (2000) Garavan(1995) state that many trainers find the tern SHRM difficult to accept, while they prefer the more softer term employee development or training and development. According to him HRD term is nowadays widely acceptable which means the planned learning and development of people as individual or group to benefit the organisation. McCracken and Wallace, (2000) state that, HRD is viewed as a strategic lever in organisations which helping the business to implement its business strategies. In their work they use the concept of training where they describe the level of sophistication which the organisation has with regard to training which helps to shape and formulate corporate strategy. McCracken and Wallace, (2000) suggested that the strategic HRD should shape and influence the organisational mission and goals. McCracken and Wallace, (2000) noted that SHRD should have a much more proactive and influential role which leads to a new model of SHRD which disguises the differences between Training which has a reactive and ad hoc implementation role in relation to corporate strategy. Organisation is very immature in terms of HRD and has no learning culture. Meanwhile HRD has a systematic implementation role which shows signs of corporate strategy. Organisation shows that it is beginning to develop a maturity in terms of HRD with the presence of nine Gravan (1991) characteristic and learning culture is also developing. Finally SHRD role is working toward shaping and responding to corporate strategy. The organisation has become strategically mature and there is a evidence of improved Garavan (1991) characteristic as well as presence of a strong learning culture (McCracken and Wallace, 2000).A model of SHRD which shows the continuum of HRD strategic maturity is portrayed below adopted from Millmore, Lewis, Saunders, thornhill and morrow 2007 work. HRD characteristic Training HRD SHRD HRD strategic maturity Organisation strategically is not mature in HRD terms Organisation is strategically is quite mature in HRD terms Organisation strategically very mature in terms of HRD. 1)Integration with Organisational missions And goals. 2) Top management Support. 3)Environmental scanning 4) HRD plan and policies 5)Line manager Commitment and involvement. 6)Existence of complementary HRM activities 7)Expanded trainer role. 8) Recognition of culture. 9) emphasis on evaluation. Little integration with organisation missions and goals. 2)very limited support. 3) Little awareness of environment. 4)Ad hoc responses to indentified problem. 5)Limited commitment and involvement. 6) Little or no horizontal integration of HR activities. 7) Lack of expanded trainer role. 8) little recognition of culture. 9)little emphasis on evaluation. Integration with organisational missions And goals. 2)active support 3)active environmental Scanning. 4)Systematically integrated with Organisational strategy. 5)line managers Commitment and involvement. 6)Existence of complementary HRM Activities. 7) Expanded trainer role. 8)recognition of Culture. 9)emphasis on evaluation. shaping organisational missions and goals. 2)adopt leadership role to HRD. 3)environmental scanning Done by senior management. 4)developed with strategy plan and policies. 5)strategic partnership with line management. 6)strategic partnership with HRM. 7)Trainers as organisational change consultants. 8)ability to influence corporate culture. 9)emphasis on cost effectiveness There are a number of reasons why training and development becomes an important issue for both organisations and management. All organisations in existence need a successful training programme to achieve their goal. It is an investment for any organisation which helps to improve its profitability, reduce its costs, increase the commitment and motivation of its people and release their potential. Training needs vary from one organisation to another and it is important to develop training techniques to meet training goals (www.ictknowledgebase). The Journal of E-learning (2008) stated that the purpose of training is to motivate their employees, to help their potential and develop them better with the current changing business environment of e-learning. The pace of change is increasing and it its really important for employer to keep up to date their employees. Skills gained yesterday are no longer appropriate for today. The combination of recessions, globalisation and changing technology has changed our live. Most of todays jobs demand multi skill. The days of needing one skill has replaced by the multi-skilled. Employees also need to prove their commitment to their job by developing own skills to maintain their marketability (Tony pont, 2003). The attitude of employers to training is also changing. Also there are still many employers see training as costly overhead, while many now recognise training is an investment for future.(Tony Pont,2003). According to training and development journal November 2009, A recent Accountemps/Robert Half survey found that in the past year, 26 percent of companies cut their professional development programs, according to senior executives. At the same time, 28 percent reported that their companies actually strengthened their training initiatives and 45 percent maintained the same programming. The survey also indicate that three quarter of organisation increased training level or kept training expenses at same level. After the industrial revolution, development of large organisations and systematic approach to manual work training began. Taylor and gilbreths works contributed to the importance of training by identifying the nature of job. Their research was to determine the most productive way of carrying out the work. In early 1930s hawthorns experiment in an electric plant in Chicago establish the fact what motivates staff at work place. After doing his research he was able suggest that management need to concern about the feelings and needs of employees. (Gower 1991). Defining the terms Manpower services commissions glossary of training terms (1981) identifies training as A planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future manpower needs of the organisations. Training does not only benefit the employees it is also beneficial for organisations. Training and development can be achieved by necessary attitude, skill and knowledge which can be affectively gained by a learner who can become more confident about their abilities. Training is about developing people and their skills and helping them to become more confident in their jobs. It is not only necessary to create a skilled workforce but also maintain the high level of skills which is demanded by constantly changing work environment (Reid Barrington, 2007). Training can be done by many different ways such as On-the-job training, informal training, classroom training, internal training courses, external training courses, on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioural development training, role-playing and role-play games and exercises, attitudinal training and development, accredited training and learning (Reid Barrington, 2007). Many different factors influence training responsibilities and roles. There are six major influences on training responsibilities and roles in the organisation such as the environment, goal and tasks, structure, technology and workforce of the organisation, and its political system. The political factors have such influence on the training role culture, commitment, expertise and interactions (Harrison, 1988). It is important for the trainer to identify the contribution of training to the business. They need to be aware of the close relationship between training and profit. Management must see training as an investment, which is needed not only to create a skilled workforce but also maintain the skills demanded by the constantly changing working environment. In order to add values to the business training should comply with the direction of the corporate and business strategy, which also need to help to meet business demand.(Tony pont,2003) According to Harrison, Development is the all-important process, through which individual and organizational growth can through time achieve their fullest potential. Education is a major contributor to that development process, because it directly and continuously affects the formation not only of knowledge and abilities, but of character and of culture, aspirations and achievements. Training is the shorter-term, systematic process through which an individual is helped to master defined tasks or areas of skill and knowledge to predetermined standards (Harrison, 1989 cited in Lundy Cowling, 1996). The explanation of differences in definition is that in the past the trainer knew the best and therefore they used to establish training needs for learners, they also set objectives; make up a training programme which will help learner to gain higher skills. But todays changing market individual is given more responsibilities to take care of their learning and development. It is necessary to consider the learners maturity, personal development and motivation.(Kenny and Reid 1986) Training and employee development is become a current trend of todays competitive job markets which makes employers more focused on organisational goals. Todays market is very competitive and an organisation has to fight for survival where training may largely be a matter of continuing to carry out long establishes routine. According to Armstrong (1996), Organisational Structure-Generally goals of an organisations and its total tasks and level of achievement of there tasks are crucial determinants of an organisations primary training needs. The organisations should therefore have a fundamental influence on determining what training activities, responsibilities and roles are to be performed. According to Harrison(1988), Organisational structure, Organisational technology and the workforce-Organisation need to plan training to improved job performance. There is a training cycle which is adopted by UK and based on a simple four stages model expressed as follows: First identify and specify the training need, then designa training programme, next implement the training and evaluate it. Having defined training strategy it is now necessary to define effective training strategy. Effective training Strategy: The term training strategy means that the overall approach chosen to assess training needs and the particular ways in which training will be carried out in the organisation for instance on the job, off the job etc. (Harrison, 1988). According to Mayo(2001)There are two main strategies which can be adopted in organisation total or comprehensive strategy and problem centred strategy. These two strategies are not against of each other. They are simple approaches which are the same in their general principle but might be fit in different situation. The Comprehensive strategy starts with strategy starts with an analysis of the corporate plan. This strategy is relevant for the organisation where the environment is relatively stable. And where longer term training can be developed with an acceptable chance. The problem centred apply in the organization where the environment of the organisation either unpredictable or competitive. Organisation like these needs training to help them deal with their immediate and pressing problems. Models of training and development For the purpose of this dissertation three models will discussed which is using by two UKs retail organisation. The models are the systematic training approach, strategic training and self development approach. The two uks organisations are Marks and Spencer and Tesco. Systematic training approach A system approach to training views the organisation as a complex set of subsystems and expects changes in one subsystem to acquiesce possible need to another. It is organisational approach but it can also help to produce individual or group plans such as early retirement training needs, a change in work requirements and learning needs.Armstrong1988 state that organisation need to adopt this approach to be successful and this means Identifying the training needs. Defining training objectives which must aim to achieve measurable goals in terms of improvement and changing. Preparing a plan to meet objectives and also the cost related to the whole process. Implementing the plans Monitoring and analysing the result And finally getting the feedback for evaluation Woods (1992)state that, avoid such problems and to provide complete guidelines, the training needs a systematic approach. He presented a the training cycle diagram which begins with developing the needs assessment, goes through training and implementation (identifying training objectives, contents, methods, implementation), and finally evaluating the program. As we are assessing the benefits of training needs and its benefits through organisation Woods training circle helps us to look at the four steps which should be followed by the organisation to gain the effectiveness. The first in the training process is the analysing the needs because every training program effect the work unit and organisation. The next step is identifications of training objectives. Woods (1992) recommended four categories of training goals: 1. Reaction-based: Investigates how employees feel about the issue. 2. Learning-acquired.: Examines how a trainee obtains knowledge about dealing with differences. 3. On-the-job behaviour: Analyzes the degree of behaviour change after the training. 4. Results-oriented: Measures the influence of training in improving technical skills for dealing with diverse people. The third stage in the training cycle is the establishment of the proper training content. The next stage is choosing and implementing the training program using proper methods. According to Harris and West, (1993).The methods of training vary substantially according to the circumstances of the company. Training can be done either on-the-job or in a place outside the workplace. On-the-job training can be effective when supervisors or trained instructors are involved in the actual work setting, while off-the-job training, including lectures, simulation and case studies, can be done without interrupting the everyday routine. While traditional methods are still useful, technology-based training using CD-ROM is increasingly in demand. The final stage of the training cycle is evaluation. Milkovich and Boudreau (1991) highlighted that training programs need to verify whether the training is successful in trainees performances in work settings. Strategic training approach Rothwell and kazanas 1989 state that the strategic training approach is based on the learners need for the future condition. This model is based on problem finding rather than problem solving. It will help reduce the gap between what the leaners need to know and what they should know. In order to identify the proper utilisation of this model, it is important to consider what needs to be done and what skills and knowledge needed. There is a difference between the skills and knowledge needed and the skills and knowledge currently employees have. Before implementing the plan it is necessary for employers to identify those gaps. The main aims of this approach is to identify training and non training needs.the training may be related to high cost but this cost can be avoid by selecting right training method. The learners need could be made through employee record, informal discussions, observations and interviews. To implementing this approach future learner expected to have the ability to learn, anticipation and motivation. They also require having some background skills and knowledge of strategic thinking. This approach aims to reduce cost; choice of method is depend on time, skills and available learning material. Training method can be selected from case studies, classroom lecture, role playing, group exercise, brain storming etc. Self-development training approach This model encourages managers to draw up their own self development plan. Reid, Barrington and brown (2004) state that, if managers are operating an environment where learning practice are encouraged, then thy should be focused on their own development without any doubt. But self development should not seen as alternative for the involvement of the managers. It is important for the mangers to show their staff that they take time to develop their own skills and competences. If management can prove staff their role as self developer, it will ensure their staff that self development is not as a responsibility but a benefit. Development is a step forward to a new level of potential where it requires external challenges and right internal perception of challenge. It is a self initiated challenges which need self discipline, creativity and learning. The primary motivation will come from self achievement, self fulfilment while reward and punishment should take as secondary. The self developer should be willing to take their own risk and able to judge where necessary. (Pedler, 1981). Assessing the benefits of an effective training and development strategy According to Armstrong (1996), A well-formulated training strategy should be able to influence an individuals Mind, Behaviour, Attitude, Communication, Critical analysis skills, Problem-solving, Interpersonal skills/relationship with peers and management, Working practices, Productivity, Performance, Time management, And motivation towards his/her responsibilities as an employee in an organisation. Those factors are important operationally and tactically, because in any organisation these are important aspects in relation to an organisations well being and successful functioning running, strategists and the top-level management of a company .According to Mayo(2001) Organisation may design and formulate Training Strategies, but it is the tactical and operational managers and their teams who eventually implement and execute those polices and strategies and it is necessary to understand that employees and workers at tactical and operational levels have the right training and developmen t given to them to enable them to successfully forward and reach the organisations aims, goals, and mottos. If the training strategy successfully enhances it will make all employees to give better contributors to the aims and objectives of the organisation, then the successful internal relationship between employees and the management of the organisation should make them a better organisation for their clients/customers and suppliers dealers.(Mayo,2001) There are so many debates going on now a day is training really useful for organisation or its just a waste of money. According to David (2008) training is just a waste of money and time for the organisation as because after giving trained employee a new area company just send them back in previous work role which is simply waste of time. He argues that before implementing any training programme it has to be well designed and effective which will help people to explore their experience, knowledge, self-awareness. For getting out the most from the training it is important to train people in their regular basic work where they can develop their skills. Before implement any strategy We have to ask ourselves a simple question which will help us to realise, at the end of the day who is the training strategy for, what is it for, and why is it there, what is it meant to accomplish and achieve for an organisation (David, 2008). The researcher learnt from various writers that most of the training and development benefits take long to occur. Most of the managers do not fancy opening up training oppurtunities for young graduates to fear of losing jobs. Most organization think that the planned training is expensive,they would rather have it an ad hoc basis. During the economic recession it is usually the training budget that is cut down. A well-designed comprehensive training strategy can bring about advantage to a business and an organisation, then no doubt its employees will be the ones who will be responsible for its practical implementation from top to bottom, and essentially its linked to the employee development incentive of any organisation. A training strategy cannot be successfully implemented by itself if employees are not developed up to standards that match the corporate scale of the business world at large and also an organisation. Training Strategy should enable the development and growth of its employees and use the potential, competencies, and the abilities that they seize and is inherent within them (www.icmrindia.org). Mullins (2005) distinguishes Groups and teams, and has mentioned that these two terms are often used interchangeably, according to him Teams tend to have more mutual understanding between each other collectively, and are more closely knit, whereas groups are a number of individuals assigned on a particular task, and the groups usually deconstructs once the task has been achieved, so the clear distinction here is that a team has mutual understanding, where as each person in a group is merely working towards their own individual goals and aspirations without actually showing much concern for the benefit of others in the group. If the training strategy successfully implemented it will improve the relationship between employees and organisation and help them better contribution to their aims and objectives of the organisation. Communication is an important tool for succession of training strategy. The way strategies are discussed, delegated, explained and communicated from the senior directors of a company to their employees, its help to understand both employees and employers each other need which will help them to implement the strategy more perfectly. Investing in and resourcing people developing them to a reasonable level will enable employees to feel valued and respected and cared for by their organisations, and this positive feeling will eventually reflect on their performance, and The training strategy should be benefiting two ways first of all it should up skill the standard of employee competence performance and these achievements should in turn enable employees to execute their organisations Training Strategy more effectively. (www.go2hr) Minimise cost and maximise positive outputs for the organisation should be the main objective of an effective training strategy, so a well devised strategy should take into account everything internal and external of relevance, importance, and matter that will be useful in approaching a good strategy as compared to a not so good one. The training strategy designed should also be of high efficiency; practical, feasible, and realistic in accordance with the nature of the organisation(www.go2hr). According to Hutchinson(2004) An effective training strategy should be to retain the best people in the organisation, and the Training Strategy should do this by balancing its corporate needs and providing the right level of employee development incentives to their staff, employees are the money maker of any organisation, they provide support and service if they feel that they are not valued by the organisation than the company would not be able to gain their target success, that is why it is e xtremely important that employees who are excelling in their role are provided for well during their time with their organisations. According to Truelove(2006) in any job role motivation is important factor in order for an employee perform towards their employer expectations. It is a complex matter because poor motivation may be due to many things such as boredom, lack of challenge, a feeling of being unappreciated. From the Victor Vrooms perspective in the motivation there are three variables which he calls valance, expectancy and instrumentality. Valance is important during motivating the people; it can be positive, neutral or negative personalities and circumstance will affect the perception of the outcome. In a training situation the perception is varied by person to person, may be highly valued by one person but no value for other. Expectancy is the belief that the individual has that he or she can achieve the outcome. The person will not feel motivated to do something if they feel that it is beyond them. So it is important to organise the training program which will help to raise expectancy level which will help to being able to achieve target. Instrumentality situation is linked to the expected outcome which can be actually achieved depend on the management promised. Its necessary to organise the course that will lead the employee towards their dream job. So in order for an organisation to benefit from its Trainings Strategy, organisations have to apply motivation dependent on the level of creativity and fun within the different job roles in their organisation. Examples may include fringe benefits, bonuses, and performance related pay. A Training Strategy can only be successfully implemented if an employee have the right knowledge understanding of the Training Strategy and has the development and training given to them. Benefits of Training According to the journal of Development and Learning in Organizations(2002)Global petrochemical group BP found that lack of training means lack of commitment. Few years ago when they look at their staff performance they found out that the turnover is nearly hundred people but the morality was low. People are not as loyal and dedicated they should be. Then the management decide to do a survey and they discover that lack of training is the main reason behind the poor performance. Taking into account this factor BP initiated a training program adding a NVQÂ  [1]Â  programme which attracts most employees and makes them committed to the programme. Its not only increase the employees pe

Essay --

I think that developing leadership in our youth is very essential. Developing leadership skills at a young age will be very beneficial to the person as they get older. They will have something to fall back on and build on from their youth. Leadership will benefit them in everything they do, and help them stand out. Standing out in a positive way will allow them to go much further than someone without great leadership skills. There are many different ways that will help develop you as a leader, and the rewards are endless once you master the art of being a great leader. Next I will explain why it is important to develop these leadership skills. In order for youth to be prepared to work in partnership with adults, they need to develop and/or enhance their leadership skills. Leadership training prepares youth to manage time, work as a team, set goals, start conversations, facilitate meetings, and make effective presentations. Promoting youth leadership development is a great way to promote positive life skills learning. To fully participate with adults, youth also need to be informe...

Innovation In David Mc Culloughs The Great Bridge :: essays research papers

ALBERT EINSTEIN once said about the invention of the Atomic Bomb that it was as much a matter of scientific knowledge and astuteness, as it was a call of circumstances and time. The millennial brightness of Albert Einstein, the pressing imminence of war and the determination to succeed of the American government and scientists, are part of the ecology of innovation that surrounded the emergence of nuclear technology, and eventually led to the creation of the atomic bomb and its destructive power. The ecology of innovation not only includes the elements directly related to the emergence of a new technology such as its inventor, or the need it fulfilled, but also includes seemingly unimportant aspects such as the governing politics that allowed it and the conditions that created a need for that technology.   Ã‚  Ã‚  Ã‚  Ã‚  APPLIED TO David McCullough’s book, The Great Bridge, this concept encompasses a whole nation in its drive towards modernization. Preceded by inventions such as the railroad and the telegraph, the second half of the 19th century stands at a time where technology is regarded as a primary option to achieving comfort. Little by little, the realization is made that perhaps nature’s boundaries is not the farthest mankind can go. The middle of the 19th century also opens an era of greater involvement of the government in matters of public interests and an increase of funding as well; The Erie canal build from 1817 to 1825 is a testimony of such an involvement, and an example of the willingness to defy nature with innovation.   Ã‚  Ã‚  Ã‚  Ã‚   Also, as communications are slowly developed with the emergence of the telegraph and later the telephone, the notion of time and distance become more important than they ever were, and begin to matter in the everyday lives of people. When observed in such an ecology, it is easy to understand how and why the idea of a bridge over the East River, connecting Brooklyn to New York came about at that particular time. Of course as in the example given earlier, the mind at work was a sine qua non condition, and there would most likely not have been any bridge without the mind, or rather the minds of the Roeblings. For this amazing piece of engineering, he was the right mind at the right time. Thomas Kinsella put it in better words in The Brooklyn Eagle, saying: †He spoke our language imperfectly, because he had not the advantage of being born on our soil, but he spoke the genuine language of America at Cincinnati, Pittsburgh, and Niagara†¦(The Great Bridge p.

The Rime Of The Ancient Marine :: essays research papers

The Rime of the Ancient Mariner The Mariner is not in the hands of a merciful God because his agony always returns. He asks for forgiveness of his agony but still after he tells his tale the agony returns at random times. A merciful God would grant permanent mercy. For all, the Mariner has been through death and hardship of his crew because of the killing of the albatross. The thought of his crime is enough agony but the Mariner's agony returns until he has to relive the tragedy of the killing of his crew by telling his tale to another person. The fact that the agony always returns is particularly horrible about the Mariner's punishment because no matter how hard he tries or how much he prays his sin is carried along within him. The pain of his sin goes away right after he tells his tale but it returns shortly afterwards. The Mariner says that, after telling the Hermit his story, 'Since then, at an uncertain hour that agony returns.'; Since the first time the Mariner confessed his crime to the Hermit at an inconsistent hour God reminds the Mariner of the sin he has committed by piercing his heart with agonizing pain. He tells the Wedding Guest that, until he tells his story, 'The heart within me burns.'; This is God's way of expressing his anger to the Mariner for the curse he put on his crew when he killed the Albatross. God makes sure that the Mariner has and will fell agony, that the agony will always return, and that the agony will return at an unsure hour each day which causes the Mariner to relive his tale and to liv e in agony for the rest of his life. The Mariner is granted relief from his agony by telling his tale which releases his agony for a short while. The Mariner is telling the Wedding Guest why he must continue to tell his tale, 'Which forced me to begin my tale; And then it left me free.'; God has granted him the power to tell his tale which sets him free for a short while. Maybe God is merciful for letting him tell his tale but his agony always returns. He can't enjoy his little time of freedom because he is uncertain when the pain will return again. The Mariner travels, looking for the right person to tell his tale to, the face which relieves his agony and lets him feel free.

Western Art Exhibition Critique

The show â€Å"Renoir in the 20th Century† is a group art exhibit of the French artist Pierre-Auguste Renoir and his friends, held at the Los Angeles County Museum of Art (LACMA), exhibiting from February 14 to May 9, 2010. The paintings on exhibit are the works Renoir finished in the last 30 years of his life, included in the 6,000 art pieces he finished throughout his entire career. The gallery literature lists his displayed work as â€Å"decorative, classical, and a highly personal interpretation of the Grand Tradition. The artists that Renoir influenced throughout his life and are also on display at the LACMA with their paintings, drawings and sculptures are Picasso, Matisse, Maillol and Bonnard. The art works in the public display by Renoir consist of women, children and family members with only a few self-portraits. No landscape or still life is evident in this show, as in his earlier Impressionism shows. But what makes it important is that the art work is good, as compared to years of negative art reviews by critics, who have turned their backs on this notable artist in his later years. Painting until he died in 1919, Renoir was an unpretentious and very humble artist, even though he always wanted to be the best at what he did. He had become well-established during the Impressionism years because of his talent and this attitude. However, his successful art period was quickly followed by years of wondering if he could ever paint again. I’m starting to know how to paint. It has taken me over fifty years’ work to get this far and it’s not finished yet,† declared the artist Pierre-Auguste Renoir (1841-1919) in 1913, at a time when a major exhibition of his work, including the large nudes painted at the turn of the twentieth century, was in the show at the Bernheim Jeune gallery in Paris. When Renoir followed other artists, such as Monet, into Impressionism it w as considered by the art world as a huge movement away from Realism – the historical work of past artists that almost appeared to imitate life. The year 1869 had brought a new style of art called Impressionism into the world, developed by artists Renoir and Monet. At the beginning of the art movement, the works of both artists were so much alike it was as if their still life and landscape art blended together into one joyful union with colors to match the feelings. Using unmixed primary colors, the work had a look about it unlike any other. The dark earthy tones and heavy dedicated brush strokes of the previous masters were gone. By 1880, Renoir had begun to move away from Impressionism even though he was highly sought for his unique colors and rainbow palette style, especially in his nudes and body forms. However, deep inside he felt he had â€Å"wrung Impressionism dry. † These feelings are because his work of the human form had always been more traditional than other artists of the Impressionism group, and he was feeling as if it was pulling him away from what he felt was right for him. Renoir's return from an Italy trip in 1982 left him doubting Impressionism even more, with his work changing so much that critics, patrons and other artists felt he was going downhill with his art ability. At this time, late Renoir artwork was beginning to be considered bad Renoir work. Showing with the Impressionists, the painter [Renoir] is reported to have lamented to a dealer, â€Å"I've come to the conclusion that I can neither paint nor draw. † Looking at the show one is inclined to mumble, â€Å"Indeed. Renoir eventually left Impressionism, returning to the full-bodied female nude and children he enjoyed doing, instead of landscape and outdoors. After studying in Italy, he discovered the importance of drawing prior to painting. According to the art exhibit literature, the work of Gabriel and Jean that Renoir painted in 1895, a painting of his infant son and nanny, demonstrated this fact. Prior to its painting, he worked on preparatory drawings of the painting before he started. This was difficult He had become so mesmerized with the child's infant gown he spent hours on the painting, while quickly painting over the face of Gabrielle whom he really did not want to paint, refusing her several times prior to this. â€Å"He [Jean] said that in his father's paintings, everyone looked as if they were brothers and sisters. We are all Renoir's children in the paintings,† Jean Renoir said. † Severely in pain with rheumatoid arthritis, his hands became completely gnarled and he became wheelchair-bound. In as much pain as he was, he still painted for years. Paintings like Jean as a Huntsman shows a full-length portrait of his son, Jean, referred to as a modern â€Å"Blue Boy. † The work appears as a work of the old masters, with the gallery listings describing it as similar to the work of Spanish artist Diego Velazquez, which exemplified Renoir's work with â€Å"great art of the past† – with Jean posing for several months while his father painted under extreme pain throughout the process. According to the LACMA literature for the show, the painting remained with Renoir until his death, and then was given to LACMA by Renoir's son, Jean, in 1979. Subject matter of his final years were nudes, girls at a piano, children with their nannies – turning his back on his Impressionism style he had been so involved with earlier in his life. The light brush strokes disappeared, with Renoir returning to the style of the old masters such as Rubens. With hands appearing as old tree stumps, he had mastered the use of color and brush strokes toward his final years. To paint, he wrapped fabric around his gnarled fingers while clamping a paintbrush between the thumb and first of his right hand, appearing gaunt and emaciated. But he still painted for hours because if he quit, the pain may actually destroy him. The art display â€Å"Renoir in the 20th Century† Los Angeles County Museum of Art demonstrates how far Renoir had come artistically toward the end of his life. Instead of â€Å"Bad Renoir art† in his later years, it was the best he had ever done with a glowing to his skin tone other artists could not compete with. Becoming more and more of an art master who was dedicated to his work helped him overcome his physical pain. Through this, he worked to re-develop and refine the traditional forms and methods into an exquisite art form he had always preferred. Nowhere is this success more apparent than in the art exhibit of Renoir and his friends.

Management 3a

Oval International Computer Education Academic Handbook Open Distance Learning Semester 1 & Semester 2 Diploma in Management Year 3 2013 Streams : Marketing Human Resources Finance 1 TABLE OF CONTENTS TOPIC 1. WELCOME 2. STUDENT SUPPORT 3. WORKSHOP 4. ASSESSMENT 5. ASSIGNMENT 6. EXAMINATION 7. FINANCE 8. REGISTRATION 9. GENERAL PAGE NUMBER 3-7 8-12 13-15 16 17-34 35-37 38-39 40 41-42 2 1. WELCOME Dear Learner Welcome to Oval International Computer College.We would like to thank you for having selected us as your institution of choice and assure you that we will do our best to support you in all your academic endeavors to ensure you attain success and progress in your chosen career. The Programme you have chosen is accredited by the Council on Higher Education (CHE) and registered with the South African Qualifications Authority (SAQA) and the Department of Higher Education & Training (DHET).FACULTY OF COMMERCE AND MANAGEMENT PROGRAM OFFERING NO 1 2 3 4 PROGRAMME Certificate in Compute rs and Management (IT,TT,HR & MKT) Diploma In Management Diploma in Public Relations Bachelor of Commerce Degree NQF 5 6 6 7 SAQA ID NUMBER 24345 49991 49992 PURPOSE OF THIS ACADEMIC HANDBOOK This handbook aims to serve several purposes. It enables you as the learner to progress comfortably through the syllabus required to study and attain success in the subjects that comprise the learning programme. Presented to you is the following information: 1.An outline of the objectives of the Programme. 2. An academic structure reflecting the subjects comprising the programme. 3. A syllabus coverage per module to advise your planning and aid your progress. 4. Assignments for each module. 5. Examination Guidelines. ARTICULATION Upon successful completion of the programme, learners can articulate to the Diploma in Management or to the Diploma in Information Technology: Business Information Systems 3 DIPLOMA IN MANAGEMENT NQF : 6 HIGHLIGHTS OF THE PROGRAMME TOTAL CREDITS : 364 SAQA ID No : 4999 1SPECIALISATION STREAMS: Marketing Management Human Resource Management Finance Management PURPOSE OF THE PROGRAMME The Diploma in Management has been designed for the learners who are considering a career in any area of management or planning to develop their own business. The programme gives a solid grounding in the fundamental fields of business and management, and provides management knowledge through a mix of core and elective modules. The programme aims at developing the skills to apply the knowledge to the analysis and solution of management problems.As a life-long learner, these skills will enhance your ability to take on new knowledge in your current and any other field of study. We hope that you enjoy the many opportunities that the programme will offer you and wish you every success in your current studies. OVERALL PROGRAMME OBJECTIVES The overall objective of the programme is to carefully integrate the cycle of learning and take you through different phases from laying f oundations to application and integration.The programme will facilitate you to understand the interactions between the various functional areas of a business system and thereby appreciate the need for developing cross-functional perspectives in business. The knowledge imparted through the programme will help you to address management related issues in your organisations and arrive at value-enhancing decisions. 4 CHOOSE ONE OF THE THIRD YEAR OPTIONS BELOW AS PER YOUR SELECTED MAJOR SUBECT ACADEMIC STRUCTURE : MARKETING MANAGEMENT STREAMLEVEL 3 MIS CODE MAN301A MAN302B MKT301A MKT302B TQMN302 ECOM301 SBMN301 BPRJ302 SUBJECT Management 3A Management 3B Marketing Management 3A Marketing Management 3B Total Quality Management E-Commerce Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Strategic Marketing Strategic Marketing Total Quality Management E-Commerce Small Business Management Business Project CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 ACADEMIC STRUCTURE : HUMAN RESOURCE MANAGEMENT STREAMLEVEL 3 SUBJECT Management 3A Management 3B Human Resource Management 3A Human Resource Management 3B Total Quality Management E-Commerce Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Training and Development Industrial Relations Total Quality Management E-Commerce Small Business Management Business Project MIS CODE MAN301A MAN302B HRM301A HRM302B TQMN302 ECOM301 SBMN301 BPRJ302 CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 5 ACADEMIC STRUCTURE : FINANCE MANAGEMENT STREAMLEVEL 3 SUBJECT Management 3A Management 3B Finance Management 3A Finance Management 3B Total Quality Management E-Commerce Fundamentals Small Business Management Business Project TOTAL MODULE FOR 2013 Strategic Management Strategic Management Financial Management III Economic Environment of Business Total Quality Management E-Commerce Fundamentals Small Business Mana gement Business Project MIS CODE MAN301A MAN302B FIN301A FIN302B TQMN302 ECOM301 SBMN301 BPRJ302 CREDITS 16 16 16 16 12 12 16 16 120 SEM 1 2 1 2 2 1 1 2 6OPEN DISTANCE LEARNING FLOW CHART FOR THE SEMESTER STEP 1: REGISTRATION 1. Complete an application form 2. You will receive an acceptance letter 3. Pay registration fee and deposit 4. You will receive all study material REMEMBER: Pay fees according to your payment plan STEP 2: REVIEW STUDY MATERIALS 5. Read your academic handbook and understand all processes 6. Study your assignment questions, textbooks & slm STEP 3: WORKSHOPS 7. Attend the scheduled workshop STEP 4: ASSIGNEMENT 8. Complete your assignments and submit for assessment. One assignment for every module registeredSTEP 5: EXAMINATION 9. Write examination according to the timetable 10. Receive your examination results 7 2. STUDENT SUPPORT 2. 1. Introduction In order to ensure you attain success, you are advised to:Have a good knowledge of the prescribed textbooks for your modules Plan a study timetable around the syllabus outlined for you in the Student Handbook. Be strict in adhering to this timetable and studying your syllabus thoroughly Refer to the extra reading material suggested Do as much research as possible to apply to your assignments.Complete your assignments diligently and submit on time Attend workshops for the Academic Year. Contact your Student Support services whenever you want to query some matter that is of concern to you email [email  protected] co. za 2. 2. First Line Support -Center/Campus Managers -Center /Campus Administrator -Head Office Staff 2. 3 Academic Support -Tutor support We have full time and part time academics nationally and internationally who are appointed to provide the highest standard of service (academic, research, facilitation etc) Some of them are mandated to: 1.Facilitate workshop, telephonic support, email support, contact supported -Program co-coordinators We have national program coordinators for each our faculty; they are responsible for highest quality and standard in their respected faculties The Co-ordinator is also responsible for student support (email is the preferred communication method) The contact details for the co-ordinators will be found within this book. Library service We have a physical library dedicated to Oval students at the Durban campus; Oval has also provided many public libraries with textbooks and self learning material which could be accessed by Oval students (You may check if your local library has been stocked with Oval Textbook and Self Learning Materials [email  protected] co. za ) -General Handbook The general handbook is available on the Oval website or a hard copy is issued to student by request This handbook contains rules and regulations that Oval International practices.The onus is on the students to ensure that they read the general handbook. 8 – Unique Services Registered Oval International students will receive a user name and pass word which will allow them access onto the OVAL INFINITI PLACE or LEARNER MANAGEMENT SYSTEM (LMS). Once a student logs onto the LMS, various services will be available to the student. S. No. 1 Learning Resource SLM (Student Learning Material) Features Learner friendly tutorial-inprint Self instructional, self motivating & self stimulating Core learning material hat drives all other learning activities Researched and developed strictly as per the accredited curricula Subject specific repositories of knowledge Exhaustive collection of the subject related information Produced according to the demands of educational institutions Make an easy and interesting read Designed to aid and reinforce the learning from SLM Interactive, easy to understand and engaging for learners Contain concise and bulleted information Illustrative in nature; inclusive of diagrams, tables, drawings, photos etc.Extensive collection of subject specific books Housed with books written by internationally reputed aut hors Repository of excellent visual resources Enriches the knowledge base on and beyond the curricula Comprehensive collection of academic instructions on significant topics and burning issues Hosts international experts as speakers on related issues 9 Learner Activity Understand Learning Objectives Combine the knowledge provided and own experience Analyse cases and solve problems Take self performance feedback by answering review questions Note relevant doubts Textbooks 3 E-Lectures 4 E-Library Read in accordance with the syllabus Pay special attention to the illustrative examples, case studies, figures, etc. Solve examples, review questions and any other exercise given Revise the content read Reread the difficult topics Understand the learning objectives Be self directed Note all important bulleted information Solve exercises given at the end Revise the topic Revisit the difficult topics to reinforce learning outcomes Visit the library as often as possible Make comprehensive study of the books osted Try to read beyond the curricula Note all information that might be useful for further reference Attend the seminars as often as possible Listen carefully Go through the presentations used by the speakers Read the speaker transcript 5 E-Seminar 6 Breakthrough Magazine 7 Online Assessment Topics chosen are of global relevance and importance Includes presentations and transcripts by the speakers Online magazine published monthly Forwarded to managers across African Continent Targets Government Departments, Academia and Business.Contributors include foremost academicians from leading universities in India and Africa Measures how much has been understood after going through all learning resources Shows you where you need to emphasize Ensures that you have learned and understood the subject Provides to check your skills in complete privacy as and when required Note all information that might be useful for further referenceRead the magazine to be updated on relevant is sues Learn by hands on experience of others Understand what is happening in your as well as related industry/ industries Note all information that might be useful for further reference Take 3 random quizzes from an exhaustive pool of multiple choice questions Gauge your performance in the tests Revise in the other learning resources, the topics you did not perform well in OVAL INFINITI PLACE Oval’s Infiniti Place (A virtual Online Portal) is your ticket to experience the classroom of tomorrow. So what is INFINITI PLACE? A web based classroom accessible from anywhere unlocking infinite possibilities for all South Africans. Infiniti Place is an education portal designed to be populated with hundreds of academic textbooks and reference material for online studies and resembles the services of a traditional classroom that could be accessible from anywhere, anytime for study purposes. Learners accessing the portal will have access to a host of E-services including e-books, e-lectu res, e-seminars, evideos, breakthrough magazines and online dictionaries. Have you ever wondered what it would be like to take your lecturer back home each day?Well, look no further, our e-solution allows you access to your lectures and academic content, Anywhere, Anytime†¦Ã¢â‚¬ ¦. Our ground breaking solution has been developed to answer the problem areas experienced by many learners in South Africa. Having analyzed and studied student trends we have realized a major gap exists when it’s comes to competency and efficiency of students. Our e-solution has been pioneered to address these challenges enabling students to cope more efficiently with their academic curriculum and thereby enhancing their chances of excelling in their tests and examinations.Furthermore, our mission is inkeeping with Governments vision to educate the masses in rural areas thereby removing the digital divide that is prevalent in South Africa today. Up and until the recent past internet connectivity was accessible only to a privileged few. However with diminishing bandwidth costs and supplier competition the cost of bandwidth has reduced substantially and has served as a cost effective enabler to our virtual solution. Exciting times lie ahead for students and I humbly request that you familiarize yourself with Oval’s online portal.Academic content will be populated (phased-in) onto the portal as we move into semester 2. Should you require any assistance kindly direct an email to [email  protected] co. za or telephone our ICT help-desk on 031 3056192. 10 1. How do I access the online system? Go to www. oval. co. za or www. myovalportal. com/dev Enter in your Username and Password that has been smsed or emailed to you. 2. I have logged onto the e-platform and discover that I am registered for the wrong modules. What should I do? Download a query form from the Oval website (www. oval. co. a) – Click on the Downloads section. This query form should then be forwarde d to the MIS department via email ([email  protected] co. za ) or fax (031 3062150) to the attention of the MIS Manager. Alternatively students may contact the MIS department directly on 031 3056192 3. I have paid my fees but the incorrect amount is being reflected on my student account. What should I do? Contact the Admin Department situated at the Durban Campus. Contact mode students are kindly requested to telephone 031 3053072. For ODL related queries kindly telephone 031 3056192FEATURES IN THE ONLINE SYSTEM Features Profile Fee Description Biodata of students as completed in his/her application form is accessible via the Profile feature. Should any data be found to be incorrect, students have the option of updating their profile. Students are able to access amounts owing to the institution via this feature. An online payment gateway will also be shortly integrated into the system whereby students could pay their fees owing to the institution electronically. The Life-blood of Oval’s E-platform is contained in its â€Å"Study room† feature.This electronic environment brings together a myriad of e-services such as e-books, e-lectures, e-dictionaries, online assessments, e-guidance & e-learning pages that aims at transforming your educational experience with the institution. Students can save notes, add discussion topics, as well as view reference material via the Study room. This feature enables students to electronically view and submit their assignments on a per module basis. Via this feature learners can search for articles and information on any imaginable topic.Students around the country as well as the globe now have access to a Live Chat-room whereby they could discuss areas of difficulty, brainstorm and share ideas relating to their studies. Students can email and chat to faculty staff members via the Studyroom feature. Students will have access to all of their academic resources via this link (Past year papers, Powerpoint Presentatio ns, Learning Content) Studyroom Assignment Knowledge Base Live Chat-room Email & Chat (Faculty) Academic Resources 11 Photo AlbumTime Table Noticeboard Holidays Helpful Links Notice (Inbox) Change Password Campus events are captured and uploaded for our students viewing pleasure on a daily basis. View this space to gain a sense of student-Oval Life, which is a culmination of the various cultures, human values and creed in society. Access to exam and class timetables. Notices pertaining to DP tests, Campus Closure, Campus events, etc are put up on a daily basis for students to take heed off. Displays National Holidays as approved by the South African Government.Provides access to study techniques & skills, Child-line, SANCA etc From time to time students will receive notices from their faculty via the Notice feature which is situated the main menu panel on the top of the screen. Students can change their passwords at anytime via the Change Password feature. Students are hereby cautio ned that their passwords should not be divulged to other students etc Note: E-Services are in different stages of development . Remember the service mentioned above is unique and one of its kinds in South Africa and the Africa Continent has whole. 12 3. WORKSHOPS 3. Introduction One Workshop, per Semester is scheduled at our designated venues. Workshops have been carefully structured to provide summative tuition by the module co-coordinators in each module you are studying as well as providing clear guidelines on examination preparation and answering techniques. The workshops provide an ideal platform for students to address academic queries. 3. 2 Workshop Venues & Dates 1ST SEMESTER WORKSHOP (LECTURES) DATE ND RD CENTER OR CAMPUS REGISTERED STUDENTS 1. DURBAN CAMPUS, 2. KWA-MASHU CENTER 3. PHOENIX CENTER 4. MALANGENI CENTER 5. PIETERMARITZBURG , 6. IMPENDLE CENTER 7.POMEROY CENTER 8. JOZINI CENTER 9. LADYSMITH CENTER 10. ST. CHADS CENTER 11. WATERSMEET CENTER 12. IMBAZANE CENTER 13 . ALL OTHER CENTERS 1. JOHANNESBURG (BRAAMFONTEIN) WORKSHOP VENUE DURBAN CAMPUS – 27/31 Joe Slovo Street (Field Street) OVAL BUILDING CONTACT NO 031 -3056192 & 3 YEAR STUDENTS 13 & 14 April 2013 ST ALL 1 YEAR STUDENTS 16 & 17 March 2013 ALL 2 ALL 2 & 3 YEAR STUDENTS 13 & 14 April 2013 ST ALL 1 YEAR STUDENTS 16 & 17 March 2013 ND RD JHB CAMPUS – 43 Biccard Street,Braamfortein OVAL BUILDING 011-4031151 ALL 2 & 3 YEAR STUDENTS 13 & 14 April 2013 ST ALL 1 YEAR STUDENTS 16 & 17 March 2013ND RD 1. CAPE TOWN CAPE TOWN CAMPUS71 Burg Street OVAL BUILDING 021-4265135 13 2ND SEMESTER WORKSHOP (LECTURES) WORKSHOP VENUE DURBAN CAMPUS – 27/31 Joe Slovo Street (Field Street) OVAL BUILDING CONTACT NO 031 -3056192 DATE ALL 2 & 3 YEAR STUDENTS 14 & 15 September 2013 ST ALL 1 YEAR STUDENTS 7 & 8 September 2013 ND RD CENTER OR CAMPUS REGISTERED STUDENTS 1. DURBAN CAMPUS, 2. KWA-MASHU CENTER 3. PHOENIX CENTER 4. MALANGENI CENTER 5. PIETERMARITZBURG , 6. IMPENDLE CENTER 7. POMEROY CE NTER 8. JOZINI CENTER 9. LADYSMITH CENTER 10. ST. CHADS CENTER 11. WATERSMEET CENTER 12.IMBAZANE CENTER 13. ALL OTHER CENTERS 1. JOHANNESBURG (BRAAMFONTEIN) ALL 2 & 3 YEAR STUDENTS 14 & 15 September 2013 ST ALL 1 YEAR STUDENTS 7 & 8 September 2013 ND RD JHB CAMPUS – 43 Biccard Street,Braamfortein OVAL BUILDING 011-4031151 ALL 2 & 3 YEAR STUDENTS 14 & 15 September 2013 ST ALL 1 YEAR STUDENTS 7 & 8 September 2013 ND RD 1. CAPE TOWN CAPE TOWN CAMPUS71 Burg Street OVAL BUILDING 021-4265135 14 3. 3 Workshop Program Workshop timetables/programs will be available three weeks prior to the workshop scheduled date. Students will receive notification by email, text message etc.Remember the onus is upon the student to query with Oval International if communication is not received. On the days of the workshop designated Oval support staff will assist you to understand the timetable/schedule, and direct you to your class and assist with all your administration queries. 3. 4 Information for the workshop -Please read relevant study material before the workshop to enhance your participation in the lectures -Student should come prepare with questions that they find challenging -Workshop programs are provisional and are subjected to change -Lectures may be cancelled on he day due unforeseen circumstances -Students will be provided with short surveys to complete (how to improve the workshop etc) -Every student must sign the register of attendance -You are required to carry you own writing material -If you don’t attend the workshop, the discussion in the workshop is not documented hence we will not be able to provide you with notes Note: It is not compulsory for students to attend the workshop, but Oval encourages all students to attend. 15 4. ASSESSMENT 4. Introduction Open Distance Learning (ODL) students are assessed in two ways for the program, namely assignments and examinations 4. 2 Breakdown of Assessment -You are required to achieve an overall final mark of a t least 50% in order to pass a module The final marks are calculated as follows: 40% Assignment Mark + 60% examination Mark =100% Final Mark Calculations Example: Student Mary receives Assignment 40% of 65 marks =26 marks Examination 60% of 60 marks =36 marks Total =62 marks The results are evaluated as follows: 0%-24% 25%-49% 50%-74% 75%-100% Failed Supplementary Passed Passed with Distinction . 3 Plagiarism Plagiarism, cheating and fabrication of information is an offence (example: copying information from the website without referencing the source is plagiarism). Research material for assignments, case studies and seminars must be acknowledged . In other words, in-text referencing is required to prevent plagiarism. Oval International Academic Board will investigate each case. 16 5. ASSIGNMENT 5. 1 Introduction You are required to submit 1 Assignment per module per Semester. The assignment questions will be provided to you.The assignment marks will count toward your final mark for the Semester. The assignments constitute 40% of your final Semester mark. The final Semester Exam mark constitutes 60% towards your final Semester mark. Please ensure that, before you submit your individual assignments, you complete the requisite â€Å"Assignment Cover Sheet† (see later) to ensure that it reaches the correct assessor. (A) Faculty of Commerce and Management 1. Public Relation 2. Certificate in Computers and Management (HR&MKT) 3. Diploma in Management (HR, FIN& MKT) 4.Bachelor’s Degree in Management (HR, FIN& MKT) (B) Faculty of Science and Technology 1. Certificate in Computer and Management (IT) 2. Diploma in Information Technology 3. Bachelor’s degree Science (Information Technology) (c) Faculty of Hospitality and Tourism 1. Certificate in Computer and Management (TT) 2. Diploma in Travel and Tourism 3. Bachelor’s degree in Travel and Tourism 5. 2 Submission The preferred method of submission is email; Assignments can be submitted thro ugh the following methods 5. 2. Electronically by Email Students registered in the following facilities must submit their assignment through the applicable email address below: FACULTY 1. COMMERCE AND MANAGEMENT 2. SCIENCE AND TECHNOLOGY 3. HOSPITALITY AND TOURISM ASSIGNMENT EMAIL ADDRESS [email  protected] co. za [email  protected] co. za [email  protected] co. za Acknowledgement of receipt of assignment: Email submission of assignment will be confirmed within 3 to 5 working days. If you don’t receive a confirmation by email, kindly contact Oval Head Office. 17 . 2. 2 Hand delivers your assignment to the nearest center/campus You may hand in your assignments to an Oval administrator. Head Office: OVAL INTERNATIONAL 31 JOE SLOVO (FIELD) STREETS, DURBAN 4001 OR Acknowledgement of receipt of assignment: To any of our Oval centers nearest you where you must ensure you sign the assignment register 5. 2. 3 Postal System You may post you assignment to: Head Office : OPEN DIST ANCE LEARNING MANAGER P. O. Box 2671 UMHLANGA ROCKS 4320 Acknowledgement of receipt of assignment: We don’t confirm this method 5. 2. Courier Services Deliver Head Office : 31 JOE SLOVO (FIELD) STREETS, DURBAN 4001 Acknowledgement of receipt of assignment: We don’t confirm this method Faxed assignments will not be accepted. NOTE: Whichever method of submission you prefer, ensure that your assignment is received by OVAL on the due date. 5. 3 Number of copies You are required to submit only ONE copy of your assignment. 5. 4 Release of assignment results Assignment marks will be released to student 30 working days after due date Marked assignment can be collected at your nearest center/campus 35 working days after submission 5. Extension for submission of assignments An extension for submission of assignment will only be granted in exceptional circumstances/cases Extension will not be considered for the following reasons: -Work commitments -Unwell for a short period -Comp uter issues 18 -Email not functioning 5. 6 Late submission In case of an extension being requested the student is required to: 1. Contact OVAL international Head office one week before the due date and inform the Manager of this request for extension, with reasons. 2. Provide evidence warranting the extension when submitting the assignment late. 3.Only students who have been granted an extension for an assignment will not be penalized by having their mark capped (minus marks). 4. Capping of late assignments, minus 10% per day after due date AND thereafter 5. 7 Remarking of assignments Remarking of assignment will only be considered within 3 days after the marked assignment are available at your campus or center A fee of R200. 00 per assignment will be charged for the re-mark. In the event of a discrepancy between the original mark and the remark the higher mark will be considered Application for remark form must be completed and forward to [email  protected] co. za 5. Assignment d ue date 1st semester due date 2nd semester due date : 15 April 2013 : 25 September 2013 5. 9 General assignment guide lines The information for the preparation of the ODL Assignments and individual topic is covered in the Academic Handbook. This document is designed to assist in the preparation for the conceptualizing, researching and writing of Assignments. 19 5. 10 How to approach an Assignment: pre assignment information What is an assignment? An assignment is a written test that gauges your ability to conduct Research, collect and collate information, and argue your case in coherent and explicable terms.Firstly, a Research Design is made to set out how you are going to approach your assignment. The way to make out such a design is to brainstorm the topic of your assignment and then arrange those ideas into a coherent order in terms of how you think the assignment will unravel. Underline key elements of the assignment topic. This first step depends on the depth to which you would like to probe the subject. It would be best to treat an assignment as a serious reflection of your ability to probe a subject. Your Research Design is a good indicator of the strategy you are going to expiate on your subject.Secondly, collecting and collating information is crucial. The Internet simplifies your task since it should contain practically all that is necessary for your assignment. If it does not, it should still contain references where you can locate the desired information. Use additional sources of reference eg, textbooks, journals periodicals, newspapers etc How would you collect and store the information? You need a system of storage where you can recall all that you have collected. The way to do this is to have a meticulous index of the materials collected and stored for instant recall.This point must be scrupulously adhered to, otherwise your material collection and collation would result in a mess from which you would not be able to extract what you readily nee d. Set yourself flexible time schedules to accomplish each task. Your Research Design should take a certain allotted time, your data collection (including reading or surfing the internet) should likewise take a certain time and your collation (which can be done simultaneously with the collection) should also have a definite time slot.Remember your indexing system is the key to the material you collected, and it must be meticulously made. It is the key to your system since it informs you where you can find the material that you have had to collect Set aside time to scrutinize you index and your material. Argue in a style and pattern that your reader can follow with ease. Maintain subject heading to guide you along. Be clear concise and lucid. Always have a dictionary at your side to look into the meaning of words and a Thesaurus to look for alternative words that can improve the explanation of your ideas.Try to always use a computer word processing package to look for antonyms and sy nonyms. Once you have crafted a working draft of your assignment you have completed 75% of your task. The rest follows as a matter of course Proof read your final draft a few times and makes notes on the draft. Make sure that your assignment conforms to the required template namely Typed cover page Contents Page Introduction Body (comprising headings and sub-headings Conclusion Bibliography And that the font size should be Arial 12.Use one line spacing This will assist when you prepare the final write up. 20 5. 11 ASSIGNMENT QUESTIONS (DUE DATE) SEMESTER 1(All 1st semester assignments are due on the 15 April 2013) OUTLINE OF MODULES AND ASSIGNMENT TOPICS MANAGEMENT 3A – STRATEGIC MANAGEMENT (MAN301A) Markets differ in a variety of ways including the degree of concentration and competitiveness, a fact which is reflected in the concept of ‘market structure’. Economists’ models link the structural characteristics of a market to the behaviour of firms in that market and subsequently to their performance.A key question therefore is how far a firm’s strategic decisions are shaped by the structure of the market in which it operates. ASSIGNMENT : You are required to undertake a detailed examination of 1. The changing nature of the long-haul transatlantic airline market. The market you are required to investigate comprises only the international passenger market (i. e. Excluding the movement of goods by air) 2. The existing market structure (25) (25) 3. Examine the changing external environment and consider the emerging strategy of the airline operators in this sector by making an intensive pestel analysis (50)You are required to do intensive research about Questions 1-4 Assignment guidelines Your assignment should include a Table of Contents page. YOUR ASSIGNMENTS MUST INCLUDE: Typed cover page Table of Contents Introduction Body Conclusion References Font size not larger than Arial 12 Spacing: 1? lines Your answers must include any t heories, charts, tables or exhibits necessary to support your analysis and recommendations. – References – At least 5 sources of reference must be included in your bibliography. 21MARKETING MANAGEMENT 3A – STRATEGIC MARKETING 3A (MKT301A) The module offers learners the knowledge to develop and plan marketing strategies, using Various tools and methods. Topics covered Definitions and concepts Marketing components Marketing concept Value chain and benchmarking Environmental analysis An overview of strategic planning Mission and vision BCG growth share matrix Pricing strategies Marketing strategy Segmentation Assignment Question 1 1. 1 Explain the product/market growth matrix. (also provide a diagram) 1. . Identify and discuss ten (10) pricing strategies. Question 2 2. 1 E marketing plays a major role in business. Formulate an E marketing strategy for a retail company 2. 2 Discuss three (3) levels at which differentiated marketing can operate. 2. 3 Outline five (5) benefits of segmentation. Instructions Your assignment must be at least 5 typed pages in length and include: A cover page Contents page Introduction Body Conclusion References Font size not larger than 12 [50 marks] (20) (30) [50marks] (20) (20) (10)HUMAN RESOURCE MANAGEMENT 3A – TRAINING AND DEVELOPMENT (HRM301A) It will equip the leaner with the knowledge and skills to; successfully plan and implement Training and development strategies, understand the process which will enable them to better formulate strategies that appeal specifically to that group, understand the importance of the human resource manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. 22Learning Outcomes Understand the concept of training and development Analyse the need for training Assess training needs Understand the methods and techniques of training Describe management development Identify types of learning Describe the characteristics of learning organisations Analysis of performance appraisal Promotions, Transfers, Demotion Topics covered: Organizational training : an overview Concept of Training and development Assessment of training needs Concept of training needs assessment Lectures Commence Methods and techniques of training On the job training Management development Concept of development Methods of management Decision making skills Interpersonal skills Introduction to learning Characteristics of learning organisations Performance appraisal Features and objectives of appraisal Methods of performance appraisal Traditional and modern methods Promotions,Transfers,Demotions Internal mobility Transfers, Promotion and demotion ASSIGNMENT 1 Question 1: (100 marks) (50) Topic: A Performance appraisal is said to be an excellent evaluation tool. ? Research and present information on the following: ?Featu res of performance appraisal ? Objectives of performance appraisal ? The performance appraisal process ? Methods of performance appraisal Your topic should include recommendations and the basis of conclusion for your topic. Question 2: (24) Critically analyse the three basic techniques of training and use some schematic representation to illustrate your points. 2. 1 On the job training 2. 2 Of the job methods 2. 3 Training techniques (8) (8) (8) 23 Question 3: 3. 1 Explain the criteria which can be used in choosing an organizational training and development strategy. 3. 2 Briefly explain the key assumptions of strategic human resources development. (26) (13) (13)FINANCIAL MANAGEMENT – FINANCIAL MANAGEMENT (FIN301A) This module will equip the leaner with the knowledge and skills to; successfully plan and conduct financial information and financial strategies, understand the process which will enable them to better formulate decisions that appeal specifically to that business u nderstand the importance of the financial manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. Learning Outcomes Understand the financial management process – review.Analyse the nature of financial management Framework for financial management Mergers and acquisitions Distinguish between the types of leases Dividends International financial management Cost of debt Sources of finance TOPIC TO BE COVERED Review of financial management 2 Working capital management Concepts of working capital management Cash Management Capital Structures Nature of cash Motives for holding cash Receivables management Inventory management Components of inventory, Motives of inventory & Objectives] Sources of working capital, Financing of variable working capital, long term working capital, Sources of working capital ASSI GNMENT 1 Question 1 1. 1 State and discuss three (3) types of mergers 1. 2 Mergers may occur due to several factors. Identify and describe eight (8) reasons for mergers. 1. 3 State ways in which a firm can expand its operations. 100 MARKS] (50 marks) 24 Question 2 (50 marks) 2. 1 Some of the assumptions that underlie a model developed by Markowitz and Sharpe are elements of modern portfolio theory. Critically analyze this statement. 2. 2 Identify and explain the fundamental objective of the financial manager as well as his subsidiary objectives. 2. 3 Discuss the concept of the Agency Theory. Your assignments must include: Typed cover page References Font size not larger than Arial 12 SMALL BUSINESS MANAGEMENT (SBMN301) The module will equip the learner with the following: entrepreneurship skills so that they can manage their own businesses and function effectively within its structure.Learning Outcomes Describe what makes a successful entrepreneur, and see if you have those characte ristics Describe where small business fits into the business environment Identify small business opportunities and assess their viability Draw up a business plan Understand the procedure s and implications of establishing your own business Setting up a business Topics Covered: What is an entrepreneur, differences between an entrepreneur , small business manager Key success factors of entrepreneur Functional management skills and external factors Production factors Lectures commence Sectors in which small business can be involved Objectives of entrepreneurs, formal and informal enterprises Advantages and disadvantages of the forms Of enterprises From small business perspective. Stages of setting up a business, Business options Developing ideas and assess their feasibility, Needs and haracteristics of consumers Lectures commence Cultivation a creative attitude towards business idea Approaches to generating business idea. Difference between a feasibility study and a viability study , M ission and objectives of for an enterprise Expected market share, market segments, Calculating the income, expenses and net Profit, Setting a selling price, Contents of a business plan, 25 ASSIGNMENT [100 MARKS] Critically discuss the forms of ownership and their relevance in today’s business operations. Your discussion should include some recommendations as a way forward taking into consideration the government legislation on business options in South Africa.YOUR ASSIGNMENT MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: Typed cover page contents page introduction Body conclusion References font size not larger than Arial 12 E-COMMERCE FUNDAMENTALS – ECOM301 Topics Covered: What is E-Commerce E-Commerce Transactions Electronic Commerce and Framework Electronic Commerce & Media Convergence E-Commerce in South Africa ( Students to Research) Anatomy of E-Commerce Applications Components of I-Way Global Information Distribution Networking Public Policy issue s shaping I-Way Electronic Commerce and World Wide Web What are the E-Commerce Application Services The advantages and disadvantages of E-Commerce Technology behind the Web The E-Commerce Process Merchant’s Perspective Customers Perspective Issues in Customer Care and Services How E.Commerce transaction Takes place Electronic Data Interchange Factors of Electronic Payment Systems Electronic Payment Systems Steps and Benefits Market players in E-Commerce E- Commerce Business models 26 Benefits of Automation Framework of Computing (Devices used) ASSIGNMENT 1 1. 2. 3. 4. (100 marks) (30) (30) (20) (20) In a short essay, discuss the overview of E-Commerce in South Africa Discuss the issues in Customer Care and services of E-Commerce Discuss the attractions and detractions of the use of E-Commerce Discuss the Electronic Data Interchange (EDI) transaction steps in E-Commerce Your assignment must include: – Title page – Contents page – Introduction – Lite rature – Conclusion – 5 References – Font size – Arial 12 27SEMESTER 2 (All 2nd semester assignments are due on the 25 September 2013) OUTLINE OF MODULES AND ASSIGNMENT TOPICS MANAGEMENT 3B – STRATEGIC MANAGEMENT 302 (MAN302B) [100 marks] Markets differ in a variety of ways including the degree of concentration and competitiveness, a fact which is reflected in the concept of ‘market structure’. Economists’ models link the structural characteristics of a market to the behaviour of firms in that market and subsequently to their performance. A key question therefore is how far a firm’s strategic decisions are shaped by the structure of the market in which it operates. ASSIGNMENT [100 Marks] QUESTION 1 A vertical integration strategy has appeal only if it significantly strengthens a firm’s competitive position.Describe the above statement with regards to: 1. 1 1. 2 1. 3. 1. 4 Integrating Backward to Achieve Greater Com petitiveness Integrating Forward to Enhance Competitiveness The Pros and Cons of a Vertical Integration Strategy Outsourcing Strategies: Narrowing the Boundaries of the Business (When Outsourcing Strategies are Advantageous) (15) (15) (15) (20) QUESTION 2 Identify and discuss in detail three strategic vision and mission statements of three prominent companies worldwide accordingly. Explain the extent that these companies have achieved their respective mission and vision PN the companies you have identified can be located in any industry of your choice (35)MARKETING 3B – STRATEGIC MARKETING (MKT302B) The purpose of this module is to equip the learner with the knowledge and skills to; successfully understand and implement marketing strategies with the aid of research, analyse the process which will enable them to better formulate strategies that appeal specifically to that market, understand the importance of the marketing manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. LEARNING OUTCOMES: On completion of this module, learners should have a basic / fundamental practical and theoretical knowledge of: The value and nature of strategic management. An overview of strategic management. Strategic Planning. Strategic Implementation. Strategy Control 28Core competence Competitive advantage Developing alternative strategies Strategy formulation Types of strategy Strategy implementation TOPICS COVERED Consumer decision process New product development Product life cycle Product mix Branding Packaging Positioning Concept of unique positioning Types of positioning Repositioning ASSIGNMENT TOPIC: SEGMENTING AND TARGETING [100Marks] 1. Identify and discuss the benefits of segmentation 2. Describe the factors affecting the feasibility of segmentation 3. There are a wide variety of variabl es than can be used to segment the consumer market. Discuss four variables. 4. Benefits sought by consumers are more likely to determine purchase behavior.Formulate a benefit segmentation table of Colgate toothpaste. 5. Outline and describe the eight stages of the segmentation, targeting and positioning process. (5Ãâ€"20 marks ) YOUR ASSIGNMENT MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: Typed cover page contents page introduction Body conclusion References font size not larger than Arial 12 29 HUMAN RESOURCE MANAGEMENT 3B – INDUSTRIAL RELATIONS (HRM302B) The purpose of this module is to give learners a thorough understanding of Labour relations required to enter the business/employment world. Learning Outcomes The course will provide an in-depth insight into the nature, context and scope of the field of Industrial Relations.Explain in detail Fairness, Grievance and Disciplinary Procedure To explain the balance between a generic perspective on Industrial Re lations, and its application in the South African contest. Describe the history of IR in South Africa Explain in detail the legislation in SA concerning Industrial Relations and employment Discuss the parties involved in the relationship Discuss the use of collective bargaining Discuss in detail Conflict and Dispute Management TOPICS COVERED: The industrial Relations systems The South African Industrial system Legislative framework governing Employment Relations Trade Unions and employer Organisations Collective Bargaining Discipline, Dismissal and Unfair labour practice Assignment: [100 Marks]Discipline refers to a procedure that corrects or punishes a subordinate because a rule or procedure has been violated. Discuss with examples the three approaches to discipline and final state what constitutes unfair and fair dismissal of employees according to Labour Relations Act of South Africa. Students are advised to search some information they can use to Google search. Marking Allocatio n: Table of Contents Introduction and Definitions Body (sub-topics integration) Researching and referencing Application of appropriate examples Conclusion (Recommendations) Class discussion / participation including attendance Bibliography (Harvard Method) (5) (10) (40) (15) (10) (10) (5) (5) 30 FINANCE MANAGEMENT 3B – ECONOMIC ENVIRONMENT OF BUSINESS (FIN302B)This module will equip the leaner with the knowledge and skills to; successfully plan and conduct financial information and financial strategies, understand the process which will enable them to better formulate decisions that appeal specifically to that business, understand the importance of the financial manager in an organization, in identifying the relevant markets, determining their needs in relation to that of the organization, identifying the products that best able to reach them and to formulate messages to reach these markets. Learning Outcomes Understand the financial management process -review Analyse the nat ure of financial management Framework for financial management Mergers and acquisitions Distinguish between the types of leases dividends international financial management Cost of debt Sources of financeTOPICS COVERED Poison pills Corporate governance leasing , Hire purchase Accounting aspects, Asset and liabilities management Financial institutions Role in economic development Duration analysis Gap analysis Commercial banks [100 Marks] Question One Discuss the concept of the Agency Theory. Question Two Explain the use and importance of the following financial ratios: 2. 1 Liquidity ratios 2. 2 Leverage ratios 2. 3 Activity ratios 2. 4 Profitability ratios Question Three 3. 1 Define a merger and explain two types of mergers. 3. 2 Poison pills are securities that safeguard a firm’s takeover. Explain two types of poison pill plans. Assignment 1 (20) (20) (5) (5) (5) (5) (15) (10) 31Question Four The information below is provided by Balls Traders 2011 sales Cost of sales deprec iation interest dividends Current assets Net non current assets Current liabilities Long term debt The Tax rate is 30% Required: Use the above information to: 4. 1. Draw up the income statement for 2012 4. 2. Draw up the balance sheet for 2012 4. 3. Calculate the net investment in non current assets at the end of 2011 & 2012 (10) (10) (15) R3790 2043 975 225 150 2140 6770 994 2869 (35) 2012 R3990 2035 1018 267 207 2346 7087 1126 2956 TOTAL QUALITY MANAGEMENT – TQMN302 The purpose of this module is to introduce the learner to fundamental techniques of Total Quality Management.Learning Outcomes On completion of this module, learners should have a basic / fundamental practical and theoretical knowledge of: Understanding Quality Quality Philosophies TQM –concepts and Principles Problem solving and improvement HRM System Statistical Tools Cost control TQM Benchmarking Topics Covered: Understanding Quality. Planning, Control and Improvement, Quality Perspectives, Quality Man agement, strategies, Case studies. Quality Philosophies. Definition, Implementation and Models, Case Studies Introducing TQM Concepts and Principles. Definition, Scope, Initiatives and Creativity, Measures of Quality, Failures. Case Studies 32 Problem Solving and Continuous Improvement.Six Sigma, Meaning, Concepts and Implementation, Similarities and Differences Systems- Reengineering. Definition, Components, Results, Case studies HRM Systems, Strategic planning for HRM, TQM Environment, Personnel, Labour Relations Elements of risk, Pareto analysis, Concentration diagrams, Sampling, Case Studies Statistical tools, definition Cost Control Implementation, Case Study TQM Bench Marking, Definition, Benefits Implementation, Case studies ASSIGNMENT [100 marks] Question 1 (50) Reengineering as stated by Michael Hammer is a holistic dramatic change that occurs when a Company radically redesigns work for quantum improvements in performance. Each organisation must determine for itself the rig ht time to reengineer.Discuss how Kodak had used reengineering to bring it’s product into the market, when FUJI, its main rival, introduced a new 35mm single-use camera. Question 2 : (50) There are two dimensions of quality. The first is the dimension of conformance and the second is about perceived quality. Discuss these statements fully taking into consideration the requirements below: (a) The different categories of Conformance. (Illustrate with a diagram) (b) Implementation of Quality Cost Monitoring Systems. YOUR ASSIGNMENTS MUST BE APPROXIMATELY FIVE TYPED PAGES IN LENGTH AND INCLUDE: 1. Typed cover page 2. Contents 3. Introduction 4. Body 5. Conclusion 6. References BUSINESS PROJECTS – BPR0J302 Semester Assignment: Write a detailed business plan for a new business venture.Your plan should include the following relevant sections: Contents of a business plan: 1. Executive summary 2. Organizational background 2. 1 Current status 2. 2 Management team 3. Marketing pl an 3. 1 Pricing (100 marks) 33 3. 2 Demand management 3. 3 Distribution/Positioning 3. 4 Promotion and brand development 4. Operational plan 4. 1 Manufacturing/deployment plan 4. 2 Information and communications technology plan 4. 2. 1 Staffing needs 4. 2. 2 Training requirements 4. 2. 3 Intellectual property plan 4. 2. 4 Acquisition plan 4. 2. 5 Organizational learning plan 4. 3 Cost allocation model 5. Financial plan 5. 1 Current financing 5. 2 Funding plan 5. 3 Financial orecasts 6. Risk analysis 6. 1 Risk evaluation 6. 2 Risk management plan 7. Decision making criteria 34 6. EXAMINATION 6. 1 Introduction 6. 2 Examination venues & dates 1st SEMESTER FINAL EXAMINATION CENTER OR CAMPUS REGISTERED Examination STUDENTS venue Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg & Impendle 12-26 June 2013 12-26 June 2013 12-26 June 2013 12-26 June 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced DATE 12-26 June 2013 CONTACT NO 031 3056192 2-26 June 2013 033-3452984 011-4031151 021-4265135 0798318452 DATE 29 July 2013-2 August 2013 1st SEMESTER SUPPLEMENTARY EXAMINATION STUDENT AT THE FOLLOWING ADDRESS CENTERS Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg & Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 29 July 2013-2 August 2013 033-3452984 29 July 2013-2 August 2013 29 July 2013-2 August 2013 29 July 2013-2 August 2013 29 July 2013-2 August 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 35DATE 11-22 November 2013 2nd SEMESTER FINAL EXAMINATION CENTER OR CAMPUS REGISTERED Examination STUDENTS venue Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pi etermaritzburg & Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 11-22 November 2013 033-3452984 11-22 November 2013 11-22 November 2013 11-22 November 2013 11-22 November 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 0798318452 DATE 3-9 December 2013 2nd SEMESTER SUPPLEMENTARY EXAMINATION STUDENT AT THE FOLLOWING ADDRESSCENTERS Durban campus, Kwa-Mashu, 27/31 Joe Slovo Phoenix, Malangeni Street (Field Street) Pietermaritzburg & Impendle 218 Berg Street PMB 43 Biccard Street 71 Burg Street To be announced To be announced CONTACT NO 031 3056192 3-9 December 2013 033-3452984 3-9 December 2013 3-9 December 2013 3-9 December 2013 3-9 December 2013 Johannesburg (Braamfontein) Cape Town Jozini Ladysmith, St. Chads, Watersmeet, Imbazane, Pomeroy 011-4031151 021-4265135 36 6. 3 Requirements to write examinations -Every student needs to collect a confirmation slip from their campus or center, This confirmation slip grant permission to a student to write the examinations. -No student will be allowed to write examinations at any center/campus without a confirmation slip. Student may collect their confirmation slips at their nearest center 2 weeks prior to the commencement of examinations -Students who have outstanding fees will not be granted permission to write examination -Student has found guilty of disregarding Oval international rules and regulations 6. 4 Failure to write Students who do not attempt the final examination due to illness or circumstances beyond their control are required to submit proof to the ODL head office within 5 working days of the examination. 6. 5 Remarking of examination scripts Remarking of examination scribes will only be considered within 5 days after the examination marks are available to students. A fee of R200. 00 per examination will be charged for the re-mark. In the event of a discrepanc y between the original mark and the remark the higher mark will be considered Application form remark form must be completed and forward to [email  protected] co. za 6. Supplementary Examinations Student who obtain a final mark between 25% -49% will qualify to write a supplementary examination The student who qualifies for the supplementary examination is required to pay an additional fee of R100. 00 and complete an application form. The form must be submitted to head office (email: [email  protected] co. za) The onus is on the student to enquire if they qualify for supplementary examinations. 6. 7 Examination Scope The Oval academic team will provide an examination scope before examination; this scope will serve as a guide for students writing examinations. The guide will be available to student 3 week prior to the commencement of examinations 6. 8 Student requirements for the examination period Stationery Student card and identification document Confirmation slip Calculator we re applicable 37 7. FINANCE 7. Student Fee Oval has three payment plans designed to suit individual student needs (a)Cash Plan (full fee paid at registration) (b)Easi Plan (6 months) (c)Flexi Plan (10 months) Students are required to pay their fees according to the plan they have chosen. Failure to make payment as per you payment plan could result in interest accrued on your account etc. 7. 2 Payment You can make payment by Electronic Transfer, Bank Direct deposit or payment at DURBAN campus only. All oval centers are cashless centers. For every payment you must request a receipt from Oval. Payment steps Electronic Transfer, Bank Direct deposit 1. Transfer /Deposit money into the Oval account 2. Forward your proof to [email  protected] co. a or drop off at your nearest center 3. You receive an e-receipt from Oval 7. 3 Re enrolment No student is allowed to register any other qualification with Oval if they have bad debt 7. 4 Additional fees/charge Registration fee (non refundable) registration Change in Academic/Curriculum programme only before 01 March) Evidence for RPL Credit Exemption fee Credit Certificate/Academic Record Re – issue of result sheets Re – issue of Qualification Certificate Supplementary/Aegrotat Exam fee paper Special Examination fee R 300 R 100 per module R 50 per year of study R 100 R 200 (plus postage) R 150 per theory R 150 per practical R 150 per module R 150 (once R 600 uponUnpaid cheques and electronic rejections returned by the R 100 bank Replacement of lost registration cards SLM Textbook R 100 R50. 00 R100. 00 38 7. 5 Account details BANKING DETAILS: ALL CENTERS/CAMPUS EXECEPT JHB CAMPUS Student are advised to forward proof of payment to [email  protected] co. za Name of Account Account Number Bank Branch Code Branch Reference Oval International 4060943951 ABSA 632005 Durban Student name & surname BANKING DETAILS: JHB CAMPUS ONLY Student are advised to forward proof of payment to [email  protected] co. za Accoun t Number Account Name Branch Code Reference 405 968 2546 P. G. M Family Trust 510829 Student name + Course 39 8. Registration Registration What does a student do after completing a year of study and wants to move onto the 2nd or 3rd year?A student is required to renew his/her registration at OVAL International on a year-to-year basis *A student is not automatically registered for the next year of study This must to done after the student receives a final marks for the entire year The student will need to complete his/her registration for the following year of study and attach his or her previous academic record/s in order to re – register. The registration must be submitted to an Oval centre nearest the student. Once the student’s application is received, an Oval Student Advisor will provide the student with a letter confirming his/her acceptance and outlining the fees for that academic year of study.The registration will only be processed if the student’s fees for the previous academic year have been settled in full, and current registration payment is made. (Forward your proof of payment to [email  protected] co. za ) NOTE. 1. Software Modules: Please be advised that the onus for the completion of the software modules (where applicable) is the responsibility of the student and will need to be conducted in one of the three methods below : 1. The student will be prescribed the textbook for the software but will need to complete an examination for this at a registered software training provider then submit the results to Oval to be included in his / her final results for the year. 2.The student may attend Oval International’s – Microsoft Office (3 Months programme) at an Oval campus nearest to the student, paying the relevant fees for the course. Then submit these marks for inclusion in his / her final results for the year. 3. Complete a Practical based prescribed assignment for submission on a CD for assessment and complete a Theory based examination as a final assessment for the module. In the first and second instances above, the student will not be billed for the software modules but the remainder of the theory modules selected. In the third instance above, the software fee will be included in the total fee due to the college. 40 9. General 9. Contact details for assistance: The physical address of Oval International Distance Education office is: 27/31 JOE SLOVO (FIELD) STREET, DURBAN. 4001 Support Service ODL Manager Registration Contact Person Rubeshan Nayager ODL Registration Officer : ODL Academic Support : Number 031-3056192 031-305 6192 e-mail address [email  protected] co. za [email  protected] co. za Assignments 031-305 6192 [email  protected] co. za [email  protected] co. za [email  protected] co. za Examination ODL Academic Support : 031-305 6192 [email  protected] co. za Finance General ODL Finance Officer : 031-305 6192 ODL Staff 031-305 6192 [email  protected] co. za [ema il  protected] co. za 41 9. OVAL INTERNATIONAL CONTACT DETAILS OVAL INTERNATIONAL CONTACT DETAILS CAMPUS NAME CONTACT 1 Durban head office telephone Rubeshan Nayager 031-3056192 Fax to email Rubeshan Nayager 0866236050 Fax Rubeshan Nayager 031-3062150 2 Administration Officer 3 Pietermaritzburg 4 Johannesburg Fax 5 Cape Town OVAL HOME-UNI AND THUSONG CENTRES Malangeni-Umdoni Jozini Imbabazane-Estcourt Phoenix Kwa -Mashu Ladysmith Impendle St Chads Watersmeet Rubeshan Nayager Arthi Ramdeyal Ms Cherag Singh 031-3056192 033-3452984 011-4031151 011-4031153 021-4265135 Mr. H Smith 1 2 3 4 5 6 7 8 9 NAME Patience Mkhize Nicole Nkosi Rebecca Bhengu Riona Sunker Riona Sunker Reshma Domun Hlengwe Ngcobo Nhlanhla Mthabela Londiwe Radebe Thabilile Nhlangu CONTACT 0838566369 0798318452 0827264691 031-3056192 031-3056192 0846024812 0744230307 0837450689 0737547840 0726760292 10 Pomeroy 42 Oval International Computer Education Head Office: 331 Smith Street, Durban, 4000 P. O. Box 2671, Umhlanga Rocks, 4320 Phone: 031-3056192 Fax: 031-3062150ASSIGNMENT COVER SHEET OPEN DISTANCE LEARNING FACULTY: QUALIFICATION: ___________________ SURNAME FIRST NAME/S REGISTRATION /ID NO MODULE TITLE/NAME MODULE CODE NUMBER OF PAGES ASSIGNMENT DUE DATE : : : : : : : BRANCH /CAMPUS/CENTER: YEAR OF STUDY: _________________ ASSIGNMENT SUBMITTED : CONTACT NUMBER STUDENT EMAIL ADDRESS STUDENT’S MARK : : _____________________________________________ : _____________________________________________ FOR OFFICIAL USE ONLY EXAMINER’S COMMENT : 43 Oval International Computer Education Head Office: 31 Joe Slovo (Field) Street, Durban, 4000 P. O. Box 2671, Umhlanga Rocks, 4320 Phone : 031-3056192 Fax : 031-3062150APPLICATION FOR ODL SUPPLEMENTARY/AEGROTAT EXAMINATION 1. To be considered for the aegrotat examination, the student MUST produce valid motivation and/or documentation to qualify. (viz: Doctor’s Certificate, Death Certificate, Affidavit, other relevant documents). In this in stance no fee will be applicable for this examination. 2. A student will only be considered to write a Supplementary examination if permission has been granted by the Examination Board via the Head of Department prior to the examination. 3. The completed form must be submitted to the Administration Office prior to the commencement of the examination with an application fee of R100. 0 per paper for issue of a confirmation slip. 4. No entry into an examination will be permitted without a confirmation slip. 5. The onus is upon you to refer to the attached timetable and determine the dates on which you are writing examinations. 6. All application for supplementary/aegrotat examinations must be forward to the ODL Department before the commencement of the examination (email:[email  protected] co. za) or nearest Oval Center Please complete all details below: NOTE Personal Particulars : Student’s Name Registration Number ID Number Cell phone Number Academic Particulars : Programme Year of Study Module 1 Module 2 Module 3 Motivation: Code Code CodeI hereby declare that the information in this application, is true and correct an undertake to supply the institution with additional evidence that may be required. I also understand that should any information given prove to be incorrect, disciplinary action will be taken against me. _____________________