Engineering Management and Labour Relations ENCH4ML

COURSE OUTLINE LECTURER: Office: E-mail address: Consultation: 2012

Dr HW Bernhardt (part-time) Room 308 School of Chemical Engineering bernhardth@ukzn.ac.za Room 03-008, Chem Eng Bldg.(3rd floor) Tuesdays 8:30 10:00 Wedensdays 8:15 9:15 Lecture periods: Wedn. 3&4: Electrical, Electronic & Computer Eng : S9 Wedn. 5 & 6: Chem Eng, Mech Eng, Agr. Eng: S9 Tutorials (online): Dates of Tutorials: Tut 1: Monday 27 Febr 2012; Tut 2: Monday 16 Apr 2012 To get credit for attending the tutorial, students must show evidence of having successfully completed the tasks given for the tutorial (Online submission). DP Requirements: Submission of ASSIGNMENT (on time). Writing of tests compulsory (doctors certificate required if absent). 80% attendance and attempting of TUTORIALS. Assignment : See details below. Assignment must be submitted on or before Wednesday, 11 April 2012 by 13:00 Tests: There will be TWO tests. Tests will be written during normal lecture period in lecture venue. Dates: Test 1: Wednesday 7 March 2012 (5% of overall mark) Test 2: Wednesday 18 April 2012 (10% of overall mark) Aim of module: Students will be exposed to the general principles of management and learn to apply these in the working environment. Legislation which regulates and impacts on relations and interaction at work will be covered and practical examples of application of the provisions of the legislation will be dealt with. Prescribed Texts: Management for Engineers, Technologists & Scientists by WP Nel (2nd ed.). Juta 2006. ISBN : 978 0 7021 71611, 500pp. Reference in study guide: Nel. Available from the Campus Bookshop, Adams. ( R250) Be an Effective Manager by Wolfgang Bernhardt. ISBN 0-620-28525-7. Design unit, Technikon Natal, 2000, 80pp. Reference in study guide: WB. Available from the Campus Bookshop, Adams. ( R 65). Recommended reading: The Management Gurus Lessons from the best management books of all time. Chris Lauer (ed.) Atlantic Books London 2009. 278 pp. Good to Great why some companies make the leap and others dont. Jim Collins. Random House Business Books. 2001. 300 pp. Other resource material: Different Govt. Acts which will be posted on LAN. 1

Copies of papers and articles from various public educational websites and other sources. Lecture attendance: While attainment of the DP is not affected by attendance of lectures, it is only in lectures that examples of application of management theory will be covered. In the tests and the examination the emphasis will be on understanding and showing the ability to apply fundamental management theory and principles. This understanding is only acquired through regular attendance of lectures where specific examples of application are discussed. Emphasis in assessments will be placed on the ability to apply management principles to typical work situations. Management decisions are a combination of logical reasoning, application of knowledge, assessment of situations, making value judgments, analysis of data and drawing conclusions. Perceptions strongly influence decisions, and peoples perceptions differ. This is why Management is such a broad and complex area. The lecturer will attempt to facilitate learning by using interactive questioning. ECSA Exit level outcome applicable to course: Exit level outcome 8: Individual, team and multidisciplinary working Learning outcome: Demonstrate competence to work effectively as an individual, in teams and in multidisciplinary environments. Assessment Criteria (From ECSA Doc PE-61) a. The candidate demonstrates effective individual work by performing the following: 1. Identifies and focuses on objectives; 2. Works strategically; 3. Executes tasks effectively; 4. Delivers completed work on time. b. The candidate demonstrates effective team work by the following: 1. Makes individual contribution to team activity; 2. Performs critical functions; 3. Enhances work of fellow team members; 4. Benefits from support of team members; 5. Communicates effectively with team members; 6. Delivers completed work on time. c. The candidate demonstrates multidisciplinary work by the following: 1. Acquires a working knowledge of co-workers discipline; 2. Uses a systems approach; 3. Communicates across disciplinary boundaries. Range Statement: Tasks require co-operation across at least one disciplinary boundary. Disciplines may be other engineering disciplines or be outside engineering..

Assignment [2012] (15% of overall mark) This assignment addresses outcomes b and c (effective team work and multidisciplinary work) of Exit Level Outcome 8.

ASSIGNMENT 2012 COMMUNITY ENGAGEMENT PROPOSAL You work for a company that specialises in the design and management of upliftment projects for rural communities in South Africa. For the assignment your team is required to submit a proposal to the Department of Community Development outlining what intervention your organisation suggests to bring about a sustainable long-term improvement in the overall living and economic conditions of a community situated in the district of Maqumbi, 30 km inland from Stanger in KwaZulu Natal. Background A lot of development work in the area has been started by a church leader in the area (shown in this picture). His main aim was to try and stop young people from the area moving to the city and to help them become self-supporting.

In the picture below is his office. The lady sitting next to him is his secretary who has been working with him on various projects in the area for approximately fifteen years.

The office is in a community centre which was built by the local community with funds obtained from the National lottery. I assisted in putting together various funding proposals for different projects. Most of the projects involve growing vegetables for food.

Recently the leader got in touch with me and said that the activity of growing vegetables is not sustainable. The idea was for people to sell any surplus and to use the money for further development and economic activity. What happens is that when people sell surplus produce, the money does not get back into further development (people keep it themselves). Another characteristic of the local community is that many of the productive men have left the area and are working elsewhere. So approximately 66% of the adult population consist of women. They have to run the households and provide for their children. The initial intervention was to start womens clubs. The leader got land allocated by the local chief for each club (at the moment there are 8 of these clubs in different locations in the area) and on these plots of land they grow various crops, as shown below. While one might say that this could be considered success, what is needed is a more comprehensive development plan.

In the photo below is a container of water obtained from a borehole which was established by the government to provide drinking water for the people in the area. Note the brown colour of the water. So proper water treatment would also be part of long-term development.

Team composition: Your team should consist of between 4 to 6 members (not less than 4, not more than 6). It must include 3 different disciplines (to satisfy ECSAs exit level outcome 8 which requires evidence of effective working in multidisciplinary teams).

Aims of the intervention:

Each team must submit a proposal to start and manage a comprehensive long-term upliftment project for the Maqumbi community that addresses the following aims, as specified by the Department of Community Development.
The consultant that will be awarded the contract to design and manage the project will have to involve local leaders and apply a participative approach (read the journal article A black Ghettos Research on a University by Russell Ackoff (1970), posted on Moodle to gain perspective on participation by local communities). Local inhabitants must be involved in a needs analysis and the design of the actual intervention programme so that after a 5 year period they can continue on their own, and hopefully expand the intervention. During that period the local community must learn the skills to run the programme themselves and take ownership of its further development. The intervention must address basic needs such as production of food, provision of clean water, sustainable energy needs (minimal electricity consumption, use of green energy for water heating), acquisition of building and other skills that will lead to increased economic activity in the area, care for the elderly as well as for those with chronic diseases (HIV, TB and others). It must also address the need for young people to acquire appropriate knowledge (e.g. language, computer and numerate literacy) and learn appropriate skills (teamwork, accounting basics) to be able to earn a living and become productive citizens. The challenge of the project is to ensure that there is buy-in from the local community that they see it as their project, not a project initiated and executed by a team of external experts. Part of the proposal must indicate how enthusiasm to engage in the project by the local community will be generated.

The proposal
The proposal must be typed, no longer than 15 pages. On the front page the names of the team members, their student numbers and their disciplines must be given. A one page executive summary must give a brief summary of the project proposal. The proposal, apart from dealing with concrete development schemes must consider an appropriate management structure for the intervention and describe the process whereby the project will be executed. It must also include a budget for the consultants work, as well as estimates for different interventions which will be funded by the Department of Community Development. The non-plagiarism declaration page (after cover page), which must be signed by all team members, must indicate the percentage of the total proposal which each team member contributed. Marks will be awarded in proportion to that contribution (i.e. a team member that contributed 0% to the compilation of the proposal will get 0, and thus not meet ECSA outcome No. 8, and is in danger of failing the subject).

Issues involved
Who are the stakeholders Resistance to intervention

Values of stakeholders Different agendas Multi-stakeholder interaction Barriers to participation Intervention priorities Who takes responsibility for spending the allocated money? Complexity of intervention Remuneration of active participants Management structure Risks/dangers of intervention Milestones Budgets

Assessment In assessing the proposal strong consideration will be given to the measures that are suggested to make the intervention sustainable and how it will be adopted by the local community. A top-down intervention by the proponents will be considered inappropriate. The assignment will be assessed as follows: Item Characteristics Executive Contains essential detail, concise, informative, summary less than 1 page Management Comprehensive, clear, realisitc structure Process Proposed intervention is clearly described description Description of Realistic possible problems Method to secure Participation should be aimed at ensuring participation continuation of development after the 5 year period of the project Budgets Realistic Structure of Layout, appropriate use of headings, logical proposal flow of ideas, Ease of reading Ideas logically follow one another, use of simple, accurate language, freedom from spelling and grammatical errors, adequate set of references, properly presented, methodology of intervention is clear

Max % 10 10 20 20 10 10 10 10

Mark

100 8

Note: This assignment is a group effort and all the members of the group are equally accountable for its quality. Hence, each member of the group needs to contribute to editing and proof-reading. The assignment is partly an exercise in writing a concise, meaningful report. Remember that in the workplace your ability will often be judged by the quality of the reports you write.

University of KwaZulu-Natal School of Chemical Engineering ASSIGNMENT Date: Module Code: ENCH4ML Credits: 8 Module Title: Eng Management & Labour Relations

Declaration
Title of assignment: Name Student Number Engineering discipline % Contribution Signature

The above mentioned students declare that all the work presented in this report is original. Information obtained from other sources is duly acknowledged. Wikipedia's definition of plagiarism (3/12/2007) is "Plagiarism is the practice of claiming, or implying, original authorship of, or incorporating material from, someone else's written or creative work, in whole or in part, into one's own without adequate acknowledgment." I/We hereby declare that we understand the meaning of plagiarism and recognise that submission of plagiarised work for assessment is an offence that may result in disciplinary action being taken against us.

Content of module 1. The reality of being a manager management functions skills required by a manager (Nel ch 2: 12-22) 2. Decision-making (WB, ch. 2: 4-18) 3. Strategic Management (Nel, ch. 17: 357-380 ) 4. Effect of Personality on Management. (Internet, Myers & Briggs)) 5. Power, Authority, Responsibility & Accountability (WB ch. 3: 19-33) Time Management (WB ch. 5: 43-50) 6. Leadership style (Nel ch.2: 22-30). Ethics in the workplace 7. Motivation, managing relationships, conflict resolution (WB ch. 4, 6: 34-42, 5161; Nel ch.5: 90-103) 8. Total Quality management (Nel ch. 8: 158-179) 9. Safety management OHS Act (Nel ch. 9: 180-198) 10. Labour Relations. Trade unions, functions of shop stewards (Nel ch. 4: 60-87), Labour legislation (Basic Conditions of Employment Act, Labour Relations Act, Employment Equity Act) (Nel ch. 4: 60-87) 11. Continuous Professional Development. (Policy on CPD ECSA www.ecsa.co.za/documents/CPD_Policy_30_Nov_2007.pdf.) Sexual Harassment. (Notes)

Style of examination and tests The questions in tests and exams will be partly multiple choice and partly descriptive questions. In these questions one tests knowledge, ability to analyse, to reason and to draw logical conclusions. Sample multiple choice questions will be given in lectures in order to give students a feel for the type of questions they can expect.

10

LECTURE 1 What is my role as a lecturer of this subject? A. transmit knowledge B. deal with management theories C. facilitate the acquisition of management skills Ultimately I hope that when you start your first job as an engineer, you have some idea of how companies operate, and how you can start to fit in, or make a contribution. i.e to hit the ground running, rather than learning how to swim How do people learn? A. B. C. By reading, studying appropriate books, listening, reflecting By watching competent people By doing appropriate tasks using appropriate techniques/tools

Learning tools that will be used by myself in this course A. B. C. D. Talking Textbook/other reading material (newspaper articles, internet,, notes) Questions ( tests, tutorials, exam) One assignment (multidisciplinary design)

Video Clip by Mintzberg

THE REALITY OF BEING A MANAGER THE BIGGER PICTURE Manager subject to a variety of pressures:

11

Company policy SHAREHOLDERS Department head CEO Media Personalities Colleagues Conscience Society Subordinates Health/Safety MANAGER Own needs Financial commitments Laws Family Own shortcomings

Environment A lot has been written about management techniques & performance. Some say it is a science, but in my opinion it is far too complex to earn the name science and typical methods of scientific enquiry are only partially successful. What is necessary for successful execution of managerial tasks is to be able to see THE BIGGER PICTURE (multidimensional thinking) Knowledge areas relevant in management: o o o o o o o o o o Sociology (cultural norms, interactions of people) Psychology (thinking, feeling and behaviour patterns) Politics (people behaving in groups) Economics (a large part is about making profit) History (the past impacts the present and future) Marketing (no market no profit) Ethics (what is acceptable and what not) Information technology (many tasks done by machines) Science (conservation of environment) Linguistics (effective communication)

Most management theories are frightfully narrow and inadequate. To be a good manager, you need to be good at life.

The impact of VALUES on management decisions A decision is normally the initiator of actions Most management decisions deal with allocation of resources

12

Strategic plan normally forms a blueprint for future decision-making in a company Strategic plan is profoundly influenced by the VALUES of the people making the plan E.g. Values affect: o Whether it is more important to make large profits or aim for a satisfied workforce o Short-tem gain or long-term sustainability o Remuneration packages o Environmental policy o Accepted norms of doing business (bribes, hiding facts, intimidation) o Recruitment policy (poach experts from competitors or develop own experts) o Everyday interaction (let juniors voice their opinions or only listen to those higher than you) o Job satisfaction o Work ethic (do as little as possible , not my job, or help others) o Standards (Joseph Goebbels: A lie repeated often enough eventually becomes the truth) o Management style (authoritarian or participative) Impact of values Most management failures arise from conflict over values E.g. street names, arms deal, VC of Mangosuthu UT, academic freedom, Pres. George Bush Fundamental question: What am I entitled to? Not all people share the same value system e.g. polygamy, male-female interaction, use of drugs, management practice, assertiveness, telling the truth vs. saying what is most appropriate, using/abusing the environment, political party manifestos There is often conflict between different values e.g. compassion for the poor vs. social sustainability (look after yourself), rights vs. responsibility, the truth vs. what is expedient, land ownership vs. sustainable agriculture IS THERE SUCH A THING AS ABSOLUTE TRUTH ??? Importance of Perspective Prediction: 50% of you will be in a managerial position within 5 years

What is perspective?

13

Ones view or perception of a situation Example: Crime Criminal: Victim: Authority: a means of income suffering nuisance, problem

Your perspective profoundly influences management decisions

Some WORLD issues that shape perspectives Earnings Upper Income (1Bn Richest people Earn 75% of worlds income those we know as middle and upper classes) Middle Income (2.5Bn earning a couple of thousand Rand a month, might have house with plumbing / electricity, or own a bicycle / old car) Poor (1.5Bn surviving but with chronic financial hardship. 11% of population in SA < $1/day) Extreme Poor (1Bn poorest of poor, fighting to survive, earn few cents per day)

14

Distribution of income categories

3 2.5
No. of billions

2 1.5 1 0.5 0 Upper Middle Poor Extreme

Health Estimate at least 20 30% of SAs population have chronic (potentially fatal) diseases (aids, TB, malaria, cancer, heart). 18.8% of adult population in SA HIV positive

Skills 84% of adult male population in SA literate (read & write). 30.5% of working age population in SA was unemployed in 2002. Environment Global warming. Decreased rainfall some areas (Western & Northen Cape). Significant sea level rise (0.9 m by 2100). Potential drop of agricultural revenues up to 90% for some crops (eg maize) by 2100.

Energy Energy usage increasing. Oil price increased to $100/barrel. Electricity outages increase. Reality of management (more complex than engineering)

Seldom right or wrong decisions (better, or not so good) Decisions made by people (different perspectives) Environment often poorly defined or understood 15

All decisions involve uncertainty (in engineering the uncertainty is quantifiable) Usually many factors affect the outcome of a decision (e.g. whether or not to invest in new venture) Once a decision is made, hard to change Very few experts Success is a function of a variety of favourable situations (personality, hard work, logical thinking, empathy, timing, presentation, acceptance)

Dimensions of perspective Business (making money vs. generating resources to fulfill dream or mission) Social (how people/groups are affected) Environmental (air, water, climate) Cultural (male/female, authority structures) Ethical (value systems) Political Global/local/national/continental Aesthetics (consumer preference) Marketing (sell idea) Short term / long term

How do you gain/maintain balanced perspective? Stay informed (read newspapers, listen to news, etc) Read books on specialist topics (economics, management) Attend conferences, seminars, workshops Further your education (BComm, Marketing) Join professional bodies (SAIChE, ECSA) Get involved in community upliftment project Develop balanced lifestyle (sport, arts, good time management)

Lets be REAL You never know enough, have enough resources, energy, time, power You cannot use a skill you dont have, tool you dont know how to use You cannot use resources without a plan Some activities most of us do too much (sleep, speed, eat, argue, drink, watch TV, swear, flirt, play) o Some activities most of us do too little (exercise, sleep, eat healthy food, bath, shave, read, spend time with family/friends, go to concerts o Winners get. (more), Losers get .(less) o To be a winner you must do something better than others. Not about what you do, but HOW WELL you do it o o o o 16

o I am too.. fat, old, pale, short-sighted, slow, stupid, short-tempered o There are many ways of killing a cat (more than one right answer) I want to enjoy life To do so I must: Feel I win sometimes Feel wanted Achieve at least some of my goals Be healthy (feel good) Have enough food, sleep, feel warm (not too) Have friends Have sufficient resources (money) Be at peace with myself See a purpose in life To be successful I must Do things that are valued by others Invest (time, money, effort) Improve my skills Meet targets Do things well (better than competitors) Next time I do something I would like to do it better than last time Get my team to do what we have to

I AM UNIQUE (one of a kind!!!!) To be a good manager, you must: Achieve targets Make realistic plans Use resources you have (not be wasteful) Know where you are going (vision, mission) Get knowledge/info you need Meet objectives Work in a team Keep things in balance Respect others constraints

What is Effective management? {WB: Introduction} Sustainability (relationships, health, values) Achievement of goals (more than financial) Control (maintaining agreed boundaries [law]) Excellence (continuous quest)

17

Balance (lifestyle, wants, utilization of resources) MANAGEMENT FUNCTIONS Functions universal Systematic & rational {Nel: chapter 2}

INPUTS Change Competition Information H.Resources Technology Assets

PROCESS Planning & Decision-making Leading Organising Control OUTCOMES Performance Products Services Profits Growth IMPLEMENTATION

INTERNAL ENVIRONMENT Systems Cultures Procedures

Planning, organizing, controlling include Facilitating, empowering, mentoring Organizing allocate resources, set up teams Control ensure objectives are met MANAGERIAL ROLES (Mintzberg) Interpersonal Figurehead Leader Informational Monitor Disseminate Decisional Entrepreneur Disturbance handler

18

Liaison

Spokesperson

Resource allocator Negotiator

Skills required by manager (list ten) Planning skills Manage stress people time Apply technical knowledge Manage safety Organizing ability (time, people, resources, tools, etc.) Set up systems Analyse data / information Think logically (inductive & deductive reasoning environmental impact) Manage conflict Delegate Make value judgments (assess quality) Lateral thinker Problem-solver (creative) Good communicator (speak, write) Administrative skills (accurate record-keeping) Good calculation skills (ability to estimate) Ethical thinker & doer (beware of short-cuts) Work in and manage a team Leader Motivate people Handle responsibility Decision-maker In short: A MANAGER NEEDS TO MAKE IT HAPPEN

MC questions 1. The following is NOT a responsibility of a manager: A. safety B. making profit for his organization C. performance evaluation D. time management of his employees E. writing progress reports on projects 2. Which of the following statements is INCORRECT. Control of staff necessitates: A. ensuring tasks are done timeously B. shouting at individuals

19

C. keeping accurate records of activities performed D. giving instructions E. getting feedback on completed activities

LECTURE 2 DECISION-MAKING A manager performs his function mainly through the DECISIONS he makes. Factors affecting a persons decision-making: personality (own and others) stress (time constraints, emotional state) the managers perspective companys (superiors) decision-making style leadership style external pressure intuition attitude

What constitutes a good decision? Sustainability Fairness Compliance with societal norms Meeting objectives Meeting needs/requirements of stakeholders

Is decision-making an art, or is there a recognized good practice? Two types of decision-making: Individual (personal, ?autocratic)) Group (participative) Personal decision-making underlies group d.m. Read Ch. 2 WB in connection with personal decision-making. Decision- choosing one of a number of alternatives 20

Choice weigh up consequences (reasoning) Decisions have consequences - influenced by internal and external pressures Quality of decisions determines effectiveness Hierarchy of forces resulting in actions Actions

Decisions

Wants

Values

Beliefs Actions determine achievement of objectives Wants not only personal (motivation) - realistic and sustainable - take into account rights and needs of others We must control our wants. What is the focus of your wants? Values Competing wants: priority determined by values What shapes ones value system? Values not static Article: Natal Mercury 14 February 2009 ANC is falling apart (Niehaus scandal the latest blow for crumbling party): Ian Davidson, chief whip of the DA:I dont think the ANC can pick itself up out of this,The party is not held together by a value system. It is a matter of who can milk the system to the best possible degree. Beliefs

21

About the purpose of life your abilities & others what is achievable the future Beliefs are dynamic What do I believe about Myself (limitations, faults) Others (complex, emotions important, resist change) The world (norms, peer pressure, good & evil) Quote: I still see the features and routines of Auschwitz everywherethe pattern is the same:.. personal viciousness, greed & power, love of manipulation & humiliation.. How do men get and hold the most coveted jobs in big firms? By starting as trusties and trampling over others on their way to the top. Motives and attitudes Behind every decision there is a motive Be aware of your motives Attitudes condition responses Attitude affects performance

Reality of decision-making Most decisions have a time limit Once a decision is made difficult (often impossible) to reverse that decision The one who has made the decision must live with the consequences Most decisions have consequences beyond the intended outcome affect your reputation Do your homework for important decisions Beware of the obvious solution Carefully assess the risks Most complex decisions are a compromise You will please some and antagonize others Most management decisions affect a lot of people Company policy and cost have major influence on decisions

Belief in decision-making Sandile Zungu executive chairman of Zungu Investments and African Vanguard. Reported in Sunday Tribune Jan 7, 2007. Views of 2007:

22

1. I believe the Rand will strengthen against major currencies towards the end of the year. 2. The economy will continue to move towards the 6% growth target. 3. I think more jobs will be created this year.

LECTURE 3 23

STRATEGIC MANAGEMENT (Nel, ch. 17: 357-380) Aim of strategic management: Make organization successful ==> beat the opposition

Survival and prosperity depends on ability to formulate and implement effective strategy. Strategy needs to be responsive to change. What is a Strategy a set of decision-making rules to guide the organizations activities. Strategic management like a journey that guides an organization to where it wants to be in 5 / 10 years time. Involves: Vision where org. will be Principles & Values give direction for action (standards) Mission statement what must be done, why org. exists Activities governed by critical objectives (e.g. reduction of waste, improving quality, increase market share, improved customer satisfaction, reducing costs) Strategy formulation is made in face of incomplete, changing & uncertain information Regular feedback on effect of implementation is necessary.

Factors influencing strategy Market opportunities competition Companys skills & resources Threats to companys performance & existence Values & aspirations of managers Society: political, legal, ethical & economic environment Organizations culture & core beliefs

Strategy must address how to: Respond to changing conditions Allocate resources Compete Improve its efficiency

24

Strategy formulation is an entrepreneurial activity what does that mean? 1. 2. 3. 4. 5. Search for innovative products, processes & business opportunities develop ways to improve competitive strength meet external threats optimize good performance, minimize poor performance decide when and how to diversify

Strategic management Is a process whereby managers establish long-term direction, set objectives, develop strategies to meet objectives and implement chosen plans. A strategic plan seeks to put into reality the companys mission and establish its direction. 3 components to a strategic plan: (a) Operational plan how to implement the plan (b) Results management measures performance against targets (c) Maintenance of a set of relationships between org. & its environment. These relationships enable org. to pursue its objectives and be responsive to the environments demands. 3 components are highly integrated. Strategic management is concerned with continued profitability potential Operational management is concerned with converting potential into profits

Tasks & responsibilities of strategic management Formulate companys mission, purpose, philosophy & goals Assess external environment Establish structure to enable it to meet its short & long-term objectives Allocate resources to achieve objectives (includes budgets) Evaluate success of process, and respond to changes

What are the benefits of strategic management?

25

(similar to benefits of participative decision-making) o Promotes company-wide understanding of & commitment to goals & mission o Results in better decision-making o Improves understanding of productivity-reward relationship Strategic Management Process (similar to problem-solving cycle)

Determine mission, goals& objectives

Analyse internal &external environment

Formulate alternative courses of action

Select from alternative courses

Implement choices

Evaluate choices & implementation Feedback

Implication of strategic management as a process: A change in one component is likely to affect a number of other components. Strategic formulation & implementation are sequential (logical, rational, transparent) Feedback must be obtained from implementation : impacts future decisionmaking It is a dynamic system (adjusts to constantly changing situations). Must undergo continual assessment & updating.

26

Components of a strategic management model Vision Mission External and internal environment assessment (scan) Strategic analysis (options available) Long-term objectives Generic strategy Short-tem objectives (annual) Functional strategies Policies Implementation Control & evaluation

Difference between strategic planning and strategic thinking (Loewen 1997) Strategic thinking continually focuses on the vision (what) Strategic planning focuses more on how and when Strategic planning Involves senior executives only Head-office develops & distributes The Plan Generic strategy process applied to any culture and business situation Structured sessions with agenda, established format Correct answers compliance with what bosses think Plans and specific steps Control success measured in financial terms only Formal Strategic thinking Draws on all levels of the company Strategy developed by people involved at client level Strategy process to suit business needs Loose process, theme based No immediate answers, combination of intuition and facts Creative, intuitive, project-based Evaluation linked to customer satisfaction, business plan & human resources Informal

27

Strategic planning model

CONCEPT OF THE ORGANIZATION VISION Mission Goals Philosophies/ policies MARKETPLACE TRENDS Market Competitors Industry MACRO TRENDS Economy Socio-political Technological, etc INTERNAL ENVIRONMENT APPRAISAL OF ORGANIZATION & ITS PERFORMANCE KEY SUCCESS FACTORS, CORE COMPETENCIES ORGANIZATIONS OBJECTIVES

ORG.S DESIRED POSITION OPPORTUNITIES & THREATS Strategic gap

Strategic issues

Strategic plan Implementation Plan Action steps Schedules Responsibilities Resources Etc.

CURRENT POSITION

ORGANIZATIONS STRENGTHS & WEAKNESSES

Vision Indicates future state to which org. wants to move. Includes a description of what the org. will look like and what it wants to achieve. Mission Mission statement describes what the org. plans to do, for whom, and the major philosophical premises under which it will operate.

28

Example ANC releases draft strategy document The Mercury, Friday 2nd Febr 2007 the ANC has acknowledged that it should not manage the state as a party political instrument..[part of environment scan] ..internal party battles have spilled over into the state[weakness] ..ANCs cadre deployment policy has repeatedly come under fire..{threat] ..many leaders.. in the movement were in positions of massive influence in the executive, legislature and state institutions unprecedented opportunities of individual material gain have opened up. All this creates a problem of social distance between these cadres of the movement and ordinary members and supporters, the majority of whom are working class and poor[weakness, threat and opportunity] ..patronage, arrogance of power, bureaucratic indifference, corruption and other ills arise .. undermine the lofty core values of the organization: to serve the people.

MC Questions 1. The following factor does NOT influence strategy A. market share B. production costs C. society D. pension fund payouts E. politics 2. A companys mission includes: A. What employees are being paid B. Where the company hopes to be in 20 years time C. How many employees will work for the company D. To what sector of the market the company hopes to sell its products E. Who takes responsibility for developing a strategic plan

29

Lecture 4

The influence of Personality on Decision-making Reference Myers-Briggs (M&B) Personality Indicator (Internet http://en.wikipedia.org/wiki/Myers-Briggs_Type_Indicator) Many decisions by managers are made not only on the basis of the relevant facts E.g. The Apprentice (Donald Trump show) many decisions & reactions by project managers are determined by the way they feel about certain team members Some corporations submit future employees for managerial positions to personality profiling before hiring them. Personality reflects the general patterns of interacting with people and going about tasks. E.g. - withdrawn or outgoing - excitable or calm - kind or stern - active or passive Influences your attitudes, beliefs, interests, stress reaction, coping mechanisms and perception of the world Determines the way you notice, process and remember information We have set up unique brain patterns. M&B: personality crystallizes by age 13. By age 30 personality and thought patterns are likely to be stable When you interact with the world, your brain prefers the pathways it knows. It is important to know your personality indicates behavioural tendencies and shows in which situation you feel most comfortable. When you are faced with challenges that do not suit your personality, your immune system, motivation and energy wear down and you feel tired, negative and less satisfied. E.g. When an extrovert is asked to work in isolation affects not only performance, but spills over into other areas of life (moods)

30

Implication: Seek opportunities that fit your natural strengths and preferred brain pathways. Knowing more about yourself is foundational for living your life to its full potential.

5 PERSONALITY FACTORS 1. EXTROVERSION (introversion) For an extrovert energy is directed outwards towards other people. Tends to try and influence peoples reactions by his own actions. - Often opens his mouth before thinking - Needs the approval of people Introvert energy directed to own thoughts, perceptions and feelings. - Tends to be observant and reflects on ideas before sharing them. - Good active listener (people value his advice) - Can work independently - Cautious and courteous - Avoids spotlight often sells himself short 2. EMOTIONALITY (calm excitable) High emotionality - quick & strong reaction to emotional stimuli (irritation) - people often classified into enemies or friends - often vocal - often bear grudges for long time Low emotionality - Confident, balanced stand when dealing with stress - Often relaxed, even-tempered - Not easily frustrated - Not likely to carry a grudge - Challenge : suppress emotions, increases probability of illness (ulcers) 3. THOROUGHNESS (refers to task focus) High Focus on one thing at a time Take commitments seriously Self-sufficient and reliable Organizational skills come naturally. Good planner

31

Low -

Work best when purpose is understood Analytical and organized People who score high make best employees, managers, executives On a team provide structure and direction Rarely late or absent Negative tendency to workaholism May find it difficult to switch gear (interrupt one project for more urgent one)

Pursues large no. of tasks at same time Often distracted In team often leads members in different directions without pursuing anyone successfully Often perceived as unreliable No accurate record-keeping Disorganized often loses vital information Flits from one task to another Has a problem with accountability

4. OPENNESS (orientation towards novelty) High Explorer Broad interests Unconventional Welcomes change Appreciates new approaches Does not like routine Does not have rigid views about right or wrong

Low Feels insecure in new situations Likes routine Wants process clearly defined Likes clear directions Judges solution to problem on practicability (is it doable) Inflexible

Team both people of high and low openness often constitute a very effective team

32

5. AGREEABLENESS (refers to degree to which people make their actions depend on behaviour of others) High strong willingness to empathize and connect with others - Perceptive - Good listener - Sensitive hears what is said and what is not said - Take feelings of others into account - Caring - Optimistic - Challenge maintain independence not possible to please everybody Workstyle work best when you get positive feedback. Tend to take criticism personally. Under stress you may become a pleaser and avoid confrontation. Low tendency to follow own agenda - Strong-willed - Stubborn - Independent - Not a good team player Not shy to speak your mind even if you know it will offend the other person. Implication strive to establish meaningful relationships. Show interest in people, apart from getting the job done. In team the person high in agreeableness is a gentle but subtle leader. Tends to deal with conflict by trying to achieve compromise and mutual understanding.

3 THINKING MODE PREFERENCES A. Processing information: Sensing SENSING vs INTUITING

Likes to stick to facts Likes to be realistic Values common sense and practical issues Logical Focuses on detail Provides info in way it was asked for Most comfortable dealing with established facts (experience)

33

Caution: often overlooks long-term planning. Too much concerned with what is rather than with what may become

Intuiting

Likes to speculate, dream Focuses on what can be inferred, what could be Idealist Is irritated by having to meet deadlines

Strength: Always has new ideas. Adapts easily to change. Weakness: not methodical. May ignore important detail. B. Making decisions: Thinking THINKING vs FEELING

Decisions based on logic Clear reasoning Only facts are the basis for decision-making

Feeling

Decisions based on instincts, intuition, feelings Use heart, rather than mind Logic is important, but so is human element Strong consideration is how decision affects others JUDGING vs PERCEIVING

C. Assessing environment: Judging Cold, detached Assess facts

Perceiving

Try and find reason behind actions Try and understand, find patterns Try and make inferences for likely outcomes

34

4 TEMPERAMENT TYPES Tendency to be better at certain tasks than others. a. The idealist Hope for a better future teachers, philosophers, counselors Strong moral and ethical principles Imaginative People-centred, caring Biggest strength sensitivity and caring E.g. Mahatma Gandhi b. The artist Entertainers, performers, crafts people Daring, always busy Focus on here and now Role: to create and entertain E.g. Elvis Presley c. The protector Practical and down to earth the providers and administrators Logical & clear-minded Reliable & accurate Place high value on trust and loyalty E.g. Mother Teresa, George Washington d. The thinker Always ask questions inventors and engineers Trust logic and reason, yet are creative Role in society come up with strategies & ways of changing the status quo Strength use facts to create something new E.g. Albert Einstein

WHERE DOES YOUR PERSONALITY COME FROM? Biological part (genes) A large part of your behaviour patterns are automatic and instinctual E.g. 53% of extroversion/introversion is inherited 21% of agreeableness is inherited Childhood influences (experiences) A major part of your personality is shaped by what others consider acceptable

35

Values of society Birth order E.g. Oldest children want to make an impact on the world Highly competitive, wont take no for an answer. May come across as know it alls, dogmatic Out of 23 astronauts sent into space, 21 were first-borns or only children E.g. Middle children the peacemakers Have developed good negotiation skills Silent observers, but have burning desire to carve out unique place for themselves Skilled in understanding people E.g. Youngest children cheerleader Used to being surrounded by people and getting attention Easy-going, fun-loving Often dont feel confident about their abilities comes from being seen as the baby of the family Want to prove themselves E.g. Only child want to be in control Dont want to depend on anyone Are self-reliant Find it hard to compromise Your personality influences the way you relate to people Almost everything you do, think or feel involves other people It is important for you to surround yourself with people with whom you feel comfortable who you can trust

The way you approach relationships is called your attachment style. There are 3 recognised attachment styles: secure, anxious and avoidant To understand and appreciate others, you must understand yourself. Success depends not on finding the right people and situations, IT IS A MATTER OF BEING THE RIGHT PERSON. Amongst others, personality affects: 36

How you deal with conflict Your management style (controlling, inclusive, defensive) Your work style (and performance) How you deal with ambiguity (uncertainty, change) How you deal with different people (opposite sex, different cultures, different age groups)

MC Questions 1. An introvert: A. Is quick to give his opinion B. Never answers back C. Does not talk about his feelings D. Thinks calmly about a problem before offering a solution E. Tends to be excitable 2. A person who scores high on emotionality: A. Always shouts B. May withdraw when he is frustrated C. Is prone to develop ulcers in stress situations D. Is not easily ruffled E. Avoids confrontation

Lecture 5 POWER, AUTHORITY, ACCOUNTABILITY {WB: Chapter 3} Decisions only effective if backed by necessary power

37

Tendency to dominate: siblings, male-female Power struggles (politics) Domination & manipulation Why do people crave power? Power gives access to resources Subtle exercise of power (subversion) Power games: Keep others waiting Body language Exercise of power not necessarily destructive Often necessary to achieve objectives Domineering behaviour hides insecurity (or facts) Effective manager must be aware of power struggles & p. games Not allow others to manipulate him. Read the article on the Lan: The sheer arrogance of power Exercise of power involves applying pressure

AUTHORITY How can one define authority? The right to exercise power is derived from authority Authority is either given or earned With authority comes accountability What happens if authority is not exercised well? loss of control

38

Authoritarianism is different from authority Many confuse leading with being authoritarian Authoritarian style born out of insecurity Affects relationships and motivation Inhibits communication & innovation Different categories of authority Authority of position e.g. MD, PA Authority of a position is defined in job description - boundaries (span of control) When a person is in a position of authority, others have to submit NB to understand limits of authority & responsibility To formalize system of authority structure is established Two forms: Hierarchical or Team structure Because external (& internal) environment changes, roles and authorities change restructuring Sustainability depends not on extent of authority, but on establishing sufficient credibility When in new position, have to establish your authority NB recognize limits - earned

Authority of knowledge

Relates to solving of problems Give some examples of people applying the authority of knowledge

Apply technology wisely Say abreast of new developments be observant Continuous professional development (CPD) Effective application requires humility (most knowledge builds on foundation of others) - leads to wisdom

39

Authority of Personality Inspires trust dependable Sound principles Personality not static

(charisma) - see excerpt on Lan

Authority of the Truth Transcends position, personality & knowledge Beware of hiding dangerous facts

Authority of Experience Repeatedly making decisions that generate good results imparts authority Dangerous to always interpret present (or future) ito past Discernment Draw on experience of others even operators Illegitimate authority Assumed (not given or earned)

ACCOUNTABILITY How do you define accountability? Take responsibility for decisions taken What are the expectations? Who am I accountable to? Peers, stakeholders, subordinates What am I accountable for? Dignity, fairness, respect Frequency of reporting Triple bottom line: profits, people, environment

40

Application THE SHEER ARROGANCE OF POWER Philani Mgwaba Editor Sunday Tribune Jan 2007 Your party is in government and dominates the political stage. The political opposition is small, fragmented and ineffectual and you feel accountable to no one but the party bosses whose patronage elevated you from a life of anonymous obscurity to high public office. But this is not enough, and you want more. Soon you develop a sense of entitlement, and a belief that you, members of your family and your cronies have a right to a lifestyle in which money is no object. ..Conscientious officials who raise the alarm, questioning the use of state funds to benefit an already empowered few, instead, as intended, for the poor, are marginalized. ..The lines between your official and private roles becomes increasingly blurred and you fail to see any conflict of interest when your relatives use your name to access state funds and set up businesses in which you stand to benefit. ..Those who question the morality of your actions are silenced by being labelled reactionaries or racists who believe black people are congenitally corrupt. ..Sadly, dear reader, this is not fiction, but is happening unchecked in many parts of our beloved country at all levels of government, undermining the good that has happened in the past 12 years. ..Greed and abuse of public office for personal benefit are taking hold, demoralising those who are trying to make a difference to the lives of the public and the poor. ..They have become drunk with power, and if the good men and women in the ruling party do nothing to stop them, they will bring ruin to our land. Your comment ?

41

TIME MANAGEMENT {WB: ch. 5}

OBJECTIVE Balance demands, needs and wants in such a way as to maintain health

TIME IS A FREE GIFT WITH LIMITS

LIST SOME MAJOR DEMANDS ON YOUR TIME Job (STUDIES) Social commitments Family commitments Financial commitments Travel Personal wants Classify your NEEDS Physical (eat, exercise, sleep, toilet, hygiene, haircuts) Social (friends, pets, clubs, relationships, sport) Health (rest, relaxation, doctor, dentist) Aesthetic (beauty, music, entertainment) Spiritual (reflect, make sense of life, deal with guilt, values, eternity) Emotions (anger, love, hate, frustration, motives, attitudes) Intellectual (expand the mind, reason, plan) Growth (all areas)

TIME MANAGEMENT INVOLVES CHOICES PRIORITY OF DEMANDS Urgent A C D Important B

42

A B C D

Urgent but not important Urgent and important Neither urgent nor important Important but not urgent

Urgent things need to be completed on time Important things must happen. If they are not urgent , we can choose when they are to be done.

LIMITATIONS/OBSTACLES TO GOOD TIME MANAGEMENT Deadlines Lack of energy/illness Detail Self perception Motivation Physiological factors (biorhythms) Interruptions Creativity (lack thereof) Taking on too much CONSEQUENCES OF POOR TIME MANAGEMENT Bad health excessive stress Loss of respect Broken relationships Financial implications (losses) Non-achievement of goals Mediocrity no or negative growth Stuck in a rut BEING BUSY IS NOT THE SAME AS BEING PRODUCTIVE

PRINCIPLES OF GOOD TIME MANAGEMENT Do it right (properly) the first time Avoid switching tasks Break major tasks into smaller Decide in advance what you can do in the time available If its not your job, let the person do it whose job it is Learn to make good estimates Give yourself mental feedback regarding estimates and actual times spent

43

TIPS Know your limitations Learn to delegate Arrange a general structure for your normal day Optimise your biorythm Make allowance for unexpected happenings When you have completed a major task allow yourself the luxury of feeling good about it, and give yourself a break before plunging into next big task

HOW CAN YOU IMPROVE Identify your failures (prioritise them) Do you want to improve? Tackle one failure until you have overcome it Devise a plan Something has to go, and something has to increase Feedback Reflection Establish good habits (takes effort and hard work) Learn to work more efficiently

CHALLENGE (a) (b) (c) (d) (e) (f) Write down your No 1 time management failure Is it serious enough? If so, devise a plan (write it down) how you are going to improve on that failure Break the plan down into steps How long do you expect it will take you to overcome this failure? How are you going to check if you are making progress? Lecture 6 LEADERSHIP STYLE AND ITS OUTCOMES (Nel Ch. 2: 22-30) Why do people take on leadership roles? How do we develop our leadership style? Observe & copy actions of others Parents Siblings Friends Significant others Peers

44

Heroes (books, media) Prominent people Value systems Culture Two styles of Leadership

POWER Derives authority from position Hierarchy of subordinate positions Flow of instructions downward Initiator of all plans Compliance & conformity expected response Questioning discouraged Expects to be respected because of position held

PARTICIPATION Authority derived from knowledge/skill of leader Is recognized as an authority Takes into account limitations of individuals (incl. himself) Acknowledges contribution of others, irrespective of position held Encourages others to initiate new ideas Thorough discussion precedes decision-making Does not relegate responsibility for making decisions

OUTCOMES POWER Generates fear among employees Performances measured in terms of degree to which instructions are followed Produces desire to keep in good books of leader Employees tend to cover up mistakes Change is slow Produces followers, not initiators PARTICIPATION People feel valued for who they are & the contribution they make Freedom to express new ideas Creates climate of innovation Facilitates communication Relaxed atmosphere Generates transparency Resilient

SERVANT LEADERSHIP Characteristics of Servant and Boss Leaders Boss Do as I say Why is this not done yet? Make it happen Thats your problem Dont tell me what to do What will enhance my position Focuses on important tasks and lets menial tasks be done by people below him Servant What do you think? What are the obstacles in the way? What do you need? How can we help? What can we do to overcome this problem? What is right? Carries out important AND menial tasks

45

Servant leader facilitates, assists. Gets involved. Makes effort to listen / understand Inclusive attitude recognises he needs co-operation of others. Promotes good will. Feelings are important. Accepts criticism. If true, is thankful for it. People are the most important components in a project, venture. Makes an effort to understand peoples struggles. Boss gives instructions and washes his hands. Keeps distance. Rarely has time for unimportant or personal issues Is not interested in other peoples ideas Does not care how people feel. Resents criticism. Is usually defensive and regards the one criticising as an enemy. Focused solely on objectives. Other peoples problems are not his concern. His wants/agenda are of primary concern.

List some major Obstacles to effective management 1. 2. 3. 4. 5. 6. 7. Lack of skills Disorientation (lack of drive, focus, motivation) Moral decay Rejection of authority Drug abuse Warped values (Me, selfishness, whats in it for me) Lack of commitment to team goals

Read article on Lan: OUR NATION IS CRYING OUT FOR LEADERS

46

ETHICS IN THE WORKPLACE What do you understand by ethical (and unethical) behaviour? Why is it important to have a similar understanding of it in the workplace? Attempt to promote ethical behaviour in companies - done through medium of an Ethics Policy A company-wide effort to conduct business (both on a personal & a corporate level) according to generally accepted standards of integrity. Policy applies to: All employees, contractors, consultants, suppliers and other stakeholders (investors)

What are currently accepted Ethical Values (relevant to workplace) Respect, human dignity, equality, equal opportunity, human rights, social justice Equitable recruitment Training & development at all skills levels Providing a safe and healthy environment Fairness, transparency & honesty Commitment to community & the environment Recognize employees rights to organize and negotiate conditions of employment Promoting employees advancement at all levels

Ethics Policy (mandatory for ALL employees) Accept accountability and responsibility for decisions and actions Treat everyone fairly, consistently, sensitively, without discrimination and with respect for individual rights Act with honesty, openness and integrity in all dealings with colleagues, the company, suppliers, customers and other stakeholders Acting at all times in a manner that is beyond question and reproach Ensuring that all company records are accurately completed and that there is no falsification of records Complying with the Law Speaking up and reporting wrondoings and unethical behaviour or practices within the organization, as well as reporting any threats of recrimination for doing so Using information only for the purpose for which it was intended and respecting confidentiality of personal and corporate information at all times

47

 Being accountable for the care and safe custody of company assets placed in the employees control Act ethically and seek guidance where needed on issues of ethical concern Issue specific Matters Conflict of interest. Any employee (or their immediate family) is not permitted to engage in a business activity which is constitutes a conflict of interest with the company. Corporate opportunity. Employees have a duty to advance the legitimate interests of the company when the opportunity arises. The are prohibited from exploiting personal opportunities discovered through the use of company information, position or property. Confidentiality. Employees must maintain the confidentiality of company information entrusted to them, except when disclosure is legally required. Fair dealing. Employees must deal fairly with customers, suppliers and competitors. Protection and proper use of company assets. All employees are required to protect the companys assets, ensuring their efficient use for business purposes only. Compliance with laws, rules & regulations. All employees have to comply with relevant laws, rules and regulations. Reporting of illegal or unethical behaviour. All employees are required to report all violation of laws rules and regulations and codes of business conduct, including this ethics policy. Identification, management & monitoring of risks. Employees are required to manage all risks inherent in their day-to-day job functions to protect other employees and company assets. Corruption and money laundering. Under no circumstances will an employee pay or accept bribe or become involved in any corrupt practice. All money transactions will comply with respective regulations and tax laws. Product quality. No employee shall take any action which might compromise the quality of the companys products. Presentations by employees to external bodies. No presentations on company matters may be made to external bodies without the written consent of the relevant manager or head of department. Healthy and safe work environment: environmental management. The company strives to provide safe and healthy working conditions and to avoid harming the environment in which it operates.

What are the Employees ethical responsibilities ? Employees are required to:

48

o Familiarize themselves with the companys ethics policy and other relevant guidelines and codes of practice o Seek guidance on ethical problems and dilemmas o Be aware of situations which could result in unethical, illegal or improper actions o Report conduct which contravenes the ethics policy, the law or other codes of conduct o Report victimization, discrimination or retribution for reporting incidents of an ethical nature o Perform duties with honesty, integrity and to the best of ones ability o Desist from misreporting or misleading anyone in regard to any incident, fact or occurrence o Treat people with fairness, courtesy and with sensitivity to human rights o Communicate honestly and openly with fellow employees and managers o Protect and safeguard company assets and information o Take responsibility and accept accountability for actions taken and decisions made, even when mistakes have been made o Declare any conflict of interest or any potential conflict to respective senior departmental manager o Managers must ensure that employees in their divisions are familiar with this policy and other codes of conduct and have undergone the necessary training

Application McBride crash could end in parliament Mercury Jan 2007

A row over the conduct of policemen investigating the alleged drunken driving accident involving Robert McBride, the Ekurhuleni metro police chief, could end up in parliament. Questions submitted: 1. Whether police officials at the accident scene gathered all the legally required evidence 2. whether his (McBrides) blood alcohol level was taken and what the results of these tests were 3. whether any witnesses at the scene were threatened by police. Dianne Kohler-Barnard said that the DA had made contact with witnesses of Thursday evenings alleged drunken driving accident involving McBride. They confirmed to us that a charge was laid at the Randburg SAPS relating to the incident and the alleged rough behaviour of metro police officers who came to McBrides assistance, she said. ..Earlier media reports quoted witnesses saying McBride was blind drunk at the time and that metro police handling the matter had assaulted and threatened people.

49

Question: How does this incident reflect on the ethical behaviour of senior people employed by the government? AN ETHICAL QUESTION Report in "The Mercury" 9 April 2009 BOK COACH ENDORSES ANC, says party leader The endorsement of the ANC by Springbok coach Peter de Villiers has been slammed by opposition parties as inappropriate and as an abuse of his position. ANC Western Cape regional elections co-ordinator Chris Nissen said in a stateent yesterday that De Villiers had endorsed the ANC at a private meeting on Monday. De Villiers had told the room of about 20 "highy regarded" professionals from various industries that he "personally" pledged his support for the ANC. De Villiers was quoted as saying that "we have come through a lot of hardship during our time and now is not the time to give up". He also reportedly said: "At times we weren't always able to show the people what we believed in and the truth is, if people don't have anybody to follow, they won't go and support you." Nissen said that De Villiers had thrown his weight behind the ANC in his personal capacity (my italics). De Villiers did not answer his cellphone to verify the comments. The South African Rugby Union responded by saying: "It is an individual's constitutional right to vote according to the dictates of their conscience and express those opinions if they so wish. "SA Rugby is a non-political sporting body and has no place, or desire, to come between an individual and their conscience. We are an organization that mbraces all South Africans irrespective of gender, race religion or political affiliation." But Freedom Front Plus parliamentary spokesman Willie SPies dad De Villiers's "unusual" decision to endorse the ANC was inappropriate and divisive. He said that the Springbok team was one of the few unifying symbols in South Africa. "De Villiers's actions have made the Soringbok team a divisive symbol." "Just as politicians should not interfere in sport, so, too, should sporting figures not abuse their position to favour political parties." What are your comments?

50

Lecture 7 Motivation, Managing Relationships, Conflict Resolution {WB ch. 4, 6 &7; Nel ch.5} How would you define Motivation Having the will (energy) to do what needs to be done, and doing it. Obstacles to motivation o o o o o o o o o o o Too many things to do (and not enough time to do them) Inadequate information Not important Dont feel like it (dont want to do it) Not my job Whats the point of it? Dont benefit from it (what do I get from it?) Does not need to be done now ( Ill do it just now, or to-morrow) Excessive stress Deep-seated anger Being frustrated

How do I motivate myself? Find reasons why its important Think of my reputation Want to have self-respect Want to have a clear conscience (sleep well) Want to enjoy leisure activities (can only do that if chores completed) Take long-term view

How can you motivate others ? Explain purpose Be a team player play your part Establish team reputation (we want to be the best department) Reward (praise) for jobs well done Set good example Set high standards and stick to them (reply to phone messages promptly) Avoid destructive (unnecessary) criticism Be honest, but objective

51

Strong motivators Job well done Success breeds success Establishing a reputation Recognition by others (more responsibility, being judged efficient, reliable)

Importance of relationships Most of the time we deal with people. We interact with others on the basis of our relationship with them. Relationships involve emotions (like or dont like affects attitude) Importance of relationships most business is done on basis of relationships Need for trust before people will agree to work together A relationship is a bond - mutual acceptance - trust - respecting each others space Relationships are timeless, but dynamic Important elements in Building relationships develop out of shared experiences - if experience pleasant, strengthens r. - communication sends messages how each partner feels unambiguous involves feedback requires sensitivity beware of hidden agenda What are some Ingredients of lasting relationships ? empathy (understanding, compassion) sacrifice thoughtfulness planning self-discipline

52

freedom (no domination) equality (give and take basis of integrity) honesty (transparency, realism)

Managing relationships - developing & strengthening relationships must be managed - issues test values, and strength of r. - emotional issues affected by facial expression, tone, timing, body language & words - fairness - motives (beware of hidden agendas) - challenge (competition, team building) - jealousy - respect boundaries - ability to read people

Managing a crisis A crisis can make or break a relationship - needs to be dealt with quickly - do not pretend it does not exist - honesty - listening - willingness to forgive - deal with crisis properly (feedback) - see crisis as our problem - some crises only resolved by breaking relationship Hierarchy of relationships - ranking in order of importance - determines choices which r. takes priority - potential conflict

RESOLVING CONFLICT Conflict is common (part of being human) List some Causes of conflict Personality clashes

53

Breakdown of communication Inconsistent & unfair decisions Autocratic management style Opposing goals, needs Attitudes & perceptions Non-acceptance of roles (giving/taking orders) Competition for resources Cultural intolerance

Stages of conflict NB to recognize stages Potential conflict Latent stage starts becoming real (problem may trigger) Active conflict Aftermath

Types of conflict: Intrapersonal (conflicting values, pressures) Interpersonal Inter-group Importance of attitude in resolving conflict What do I want to achieve? Avoid: Taking sides Apportion blame Being prescriptive Do: Keep open mind Get conflicting parties to suggest solution Deal with emotions Separate reason from anger Skills required: Listen Analyse help to make value judgments Suggest Get them to want to resolve conflict Willingness to forgive Avoid taking sides Agreement (feedback) Ignoring conflict vicious cycle Process of resolving conflict NB (as important as having resolved the actual conflict) 54

Lecture 8 Total Quality Management { Nel ch. 8: 158-179}

What is the Aim of Quality management? Products & services to meet customer expectations Fundamental principles Understand and hear what customer wants All people in the organization are involved in quality improvement Continually strive for zero defect Design & build quality into product or service Eliminate defects at source Suppliers are partners in quality

Components of quality (what is customer looking for?) Meeting (exceeding) specifications Absence of defects Promptness of service Honouring promises Speed of response Continuous improvement

How do we find out what customer wants? Informal research talk to customers, develop relationships with customers Formal research product development team Analyse, follow up complaints: in-depth interviews Competitive bench-marking: what does opposition offer? Qualitative research ask potential customers about their expectations Quantitative research questionnaires analysed statistically

What are common Causes of poor quality? o Inadequate design 55

o o o o o o o o

Sub-standard raw materials Contaminants (oil, in paintwork) lack of control of production environment Lack of training of operators Negligence inaccurate setup of machines Wear & tear of production equipment Inadequate packaging Damage in transport Deterioration in storage

Employees involvement in quality improvement Elimination of defects occurs on shop floor Operators must know (training) how their actions affect quality, and consequences of poor quality Properly trained in correct procedures Methodical, accessible operation manuals Become involved in suggesting improvements Given authority to make changes (set-up of machines) Focus on preventing quality problems, rather than correcting them Re-work loses money Everyone must be committed to quality improvement (part of company culture) not just focus on production volumes Incentives for extraordinary performance Set up small groups process improvement teams meet regularly Communication between sales staff and production personnel Monitor and display quality data (no. of complaints in past week histogram) Understand and correctly apply statistical quality control

UCL SP SP LCL Sample No. UCL SP LCL = Upper Control Limit = Set Point = Lower Control Limit

56

Striving for Zero Defect Insist on compliance (supplier certificates) Make quality visible (Charts) Fix problem now Correct own errors Make operators fill in their own control charts Ensure equipment is properly set up (100% check before production run)

Designing quality into product Convert customers expectations into measurable characteristics (quality specs) Design process so that it can achieve characteristics measure capability, establish standard deviation, set up control limits. If unacceptable, re-look at technology Design proper measuring equipment Regularly measure, and record results of measurement

Components of Production Process Materials (raw materials & components. Suppliers are part of process) Manpower (people trained, and re-trained) Machines (tools, equipment & facilities: maintain, regularly service tools) Methods (operating procedures documented, accessible, continually updated)

What are the Costs associated with achieving Quality ? In customers mind: Quality is FREE Prevention costs Appraisal costs Failure costs

ISO Quality System 57

Standardised system indicating to customer the procedures that are in place to ensure consistent quality. Often used as marketing tool.

Lecture 9 Safety Management

(Nel ch. 9: 180-198)

Correlation between safety and financial success Safety is part of long-term strategy Elements involved in an accident Lack of knowledge (training) Design defects Hazardous materials Inadequate maintenance Imperfect procedures Negligence sub-standard alertness Poor physical conditions (lighting, slippery floor) Unsafe instructions Barrier failures Safety forms part of ethics

58

System safety Design for minimum risk Incorporate safety devices (pressure relief valve) Provide warning devices Develop procedures & training (manuals) Safety management structure Policies Lines of responsibility Planning Allocation of resources Safety procedures (documented) Safety audits review of safety systems Evaluation of accidents & statistics Safety performance management Risk assessments OCCUPATIONAL HEALTH AND SAFETY ACT (85, 1993) To whom would this Act apply? ALL employers in Commerce, Industry and Agriculture. 207 pages continuously being updated. Aim: to provide for the health and safety (HS) at work and HS icw the use of machinery and plant protection of others against hazards of HS arising out of activities of persons at work establishment of an advisory council for occupational HS to advise the Minister Many definitions include: approved inspection authority biological monitoring building, premises, plant, substance, machinery chief executive officer employer HS equipment incident work means work as an employee or as a self-employed person

59

What do you think are the General duties of employers to their employees with regard to health and safety? Every employer shall provide and maintain, as far as is reasonably practicable (rp), a working environment that is safe and without risk to the health of his employees. Includes: a) making arrangements for ensuring (rp) the safety and absence of risks to health in connection with the production, processing, use, handling, storage or transport of articles or substances b) providing such information, instructions, training, and supervision as may be necessary to ensure (rp), the HS at work of his employees c) taking all necessary measures to ensure that requirements of this Act are complied with by every person in his employment or on premises under his control where plant and machinery is used.

Do employers have HS duties to other persons besides their employees? Every employer shall conduct his undertaking that persons other than those in his employment, who may be directly affected by his activities, are not thereby exposed to hazards to their HS.

Duties of manufacturers regarding articles and substances for use at work Any person who designs, manufactures, imports, sells or supplies any article or substance for use at work shall a) ensure (rp) that the article is safe and without risks to health when properly used b) ensure that information is available wrt the use of the substance at work, the risks to the HS, the conditions necessary to ensure safe use and the procedures to be followed in case of an accident involving such substance.

Listed work Every employer whose employees undertake listed work shall, after consultation with the health and safety committee established for that workplace

60

a) identify the hazards and evaluate the risks associated with such work b) (rp) prevent exposure of such employees to the hazards concerned, or where prevention is not reasonably practicable, minimize such exposure c) carry out an occupational hygiene programme and biological monitoring, and subject such employees to medical surveillance.

What do you think are the General duties of employees at work ? Every employee shall at work a) take reasonable care for the HS of himself and of other persons who may be affected by his acts or omissions b) carry out any lawful order given to him and obey the HS rules and procedures laid down by his employer or anyone assigned by him in the interests of HS c) if any situation which is unsafe or unhealthy comes to his attention, (rp) report such condition to his employer or to the HS representative

Chief executive officer (CEO) duties 1. The CEO (rp) must ensure that the duties of his employer as contemplated in this Act, are properly discharged. 2. May assign any duty pertaining to his Act to any person under his control. 3. The head of department of any department shall be deemed to be the CEO of that department.

HS representatives (reps) Every employer who has more than 20 persons in his employment, shall within 4 months of commencing business designate in writing HS reps for a specified period. No of reps: at least one for every 100 employees or part thereof.

Functions of HS reps a) review the effectiveness of HS measures

61

b) c) d) e) f) g) h)

identify potential hazards and potential major incidents in the workplace investigate, in collaboration with his employer, the causes of incidents investigate any complaints regarding HS issues make representation to employer of a HS committee on matters arising from b, c & d inspect the workplace regarding HS issues at intervals as agreed with the employer participate in consultations with inspectors attend meetings of the HS committee of which he is a member.

He is entitled to: a) visit the site of an incident b) attend any investigation or formal inquiry c) accompany an inspector on any inspection d) participate in any internal HS audit

HS committees Where 2 or more HS reps have been designated, the employer shall establish one or more HS committees and, at every meeting of such committee, consult with it with a view to initiating, developing, promoting, maintaining and reviewing measures to ensure the HS of his employees at work. Committee essentially constituted from HS reps. Persons nominated for HS committees shall be notified in writing for specified period. The committee shall hold meetings as often as may be necessary, but at least every 3 months. The committee may co-opt advisory members. Functions of HS committee May make recommendations to employer on HS issues. Shall discuss any incident in consequence of which any person was injured. Keep records of each recommendation made to employer.

Prohibitions No employer shall require or permit any employee to carry out any activity which is likely to threaten the HS of any employee.

62

Report to inspector regarding incidents Each incident in which a) any person dies or is likely to suffer a permanent physical defect, or likely to be unable to work for at least 14 days as a result of the incident b) the HS of any person was endangered where 1) a dangerous substance was spilled 2) the uncontrolled release of any substance under pressure took place 3) machinery failed resulting in flying or uncontrolled moving objects must be reported. No person shall disturb the scene of an accident where a person died, or is likely to die, lost a limb or part of a limb, without the consent of the inspector, provided that such action may be taken as is necessary to prevent a further incident, or to remove the injured or dead, or to rescue persons from danger. Victimisation is forbidden. Functions and powers of inspectors are defined. Lift, escalator and passenger transportation regulations. Hazardous substances regulations (list of substances is about 30 pages long). Deal with: information training assessment of potential exposure air monitoring medical surveillance records personal protective equipment character, packaging, transportation, storage disposal

Regulations for vessels under pressure registration of boilers automatic controls and indicators access inspections and tests record-keeping maintenance modification and repairs

63

Lecture 10 Labour Relations (Nel ch. 4: 60-87) Union activity & collective bargaining are manifestations of the relationship between employer & employee Relationship between employer & employee must be effective and successful if not, can affect the motivation of workers. Labour relations covers formal systems, rules & procedures whereby employment is regulated & disputes resolved. Formalization (through laws) has become necessary because of historical exploitation of workers by employers. Relations often characterized by a battle between the haves (owners) & the have-nots (employees) Systems developed through process of negotiation Essence: reach balance between the rights of parties involved HISTORY First organized strike in SA: 1896 First trade union in SA: 1922 Apartheid promoted polarization (job reservation rules to protect whites) 1970 1990 new labour dispensation. COSATU played major role. Official recognition of trade unions quite recent PARTIES involved in LABOUR RELATIONS Government Workers and their trade unions Management (& employers associations)

Role of the govt Represents society at large Endeavour to provide max protection for employees & employers

64

a) Legislative role deals with individual & collective rights, bargaining mechanisms & statutory procedures [LRA 66 of 1995] Individual rights basic employment conditions, health & safety, & protection against victimization Collective rights guarantee freedom of association, registration of unions & employers associations b) Conciliating role establish conciliation, mediation & arbitration services CCMA c) Regulatory role may intervene directly e.g. freezing of wages or prices, conditions of service (public servants) d) Advisory provide guidelines & suggest improvements Free market principle supports minimal interference in labour relations system. Labour relations as a system of rules Rules set boundaries Form basis on which parties agree to operate Labour relations system includes parties, processes & legal system governing the labour relationship System expressed in: legislation, collective agreements, arbitration awards, managerial decisions, codes of conduct

Advantages of good employment relations better performance low labour turnover increased productivity improved quality innovation reduced absenteeism Contract of employment (governed by Basic Conditions of Employment Act (BCEA) no.75 of 1997) date of commencement ordinary hours, and days of work wage rate of overtime pay 65

other payments pension, medical aid frequency of payments leave period of notice

Independent contractors do not fall under BCEA or Labour Relations Act

Labour Legislation Legislation: (i) protects employees (ii) provides framework for collective processes (iii)guards against unreasonable behaviour by either party Constitution: - Every person has the right to fair labour practices - Workers have the right to form & join trade unions - Workers & employers have the right to bargain collectively - Workers have the right to strike No. of Acts govern Labour relationship. These include: Labour Relations Act Basic Conditions of Employment A. Occupational Health & Safety A. (already covered) Skills Development A. (will not deal with this) Employment Equity A. Down-loadable summaries from www.labour.gov.za The contract of employment (subject to common law) Comes into force when two parties agree Customary to receive letter of appointment Duties of employer include: To provide work for employee To pay e. Provide safe & healthy working conditions Not to make e. do work that is junior to position Not to contract employees service to another employer without employees consent Duties of employee: o Work diligently

66

o Obey reasonable orders o Not deal dishonestly with property of employer o Not compete in private capacity with business of employer

Labour Relations Act (66 of 1995) Applies to all sectors except Nat. Intelligence Agency, Secret Service & Nat. Defence Force Purpose Advance economic development, social justice, labour peace & democratization of the workplace Act applies to private sector, domestic employment, civil service & SA Police Services Different sections: (a) Freedom of association (ch. 2) Act grants employees right to form & join a union Union members have right to participate in lawful activities of unions & elect office bearers Members free to stand for election & perform functions of shop stewards when elected Nobody may force a person to become/ or abstain from becoming a union member An employee may not be prohibited to participate in activites to which he is entitled (acc. To Act) Collective bargaining (ch. 3) Gives union right to hold meetings outside normal working hours Conduct elections at the workplace Collect membership fees (by stop order) Closed-shop agreement requires all employees to be members of union that is representative of the majority of employees. Allows for bargaining Councils. Their functions include: I. Negotiating & enforcing collective agreements II. Preventing & resolving disputes III. Establish edn. & training schemes Strikes & Lockouts (ch.4) Subject to certain procedures & time limits, every employee has the right to strike Every employer has the right to lock out

67

Workplace forums (ch. 5) In any place of employment for more than 100 employees right to form workplace forum Seeks to promote interests of all employees, whether or not they are members of a union To be consulted by employers about restructuring, dismissal, job grading, plant closures Meetings must be held regularly & management must also meet with WF regularly These meetings must be held during normal working hours Registration of Unions & Employers Orgainzations (ch. 6) Dispute Resolution (ch.7) Makes provision for Bargaining Councils, CCMA & the Labour Court for resolving disputes Includes matters such as: Dismissal for conduct Severance pay Promotion, demotion, training Unfair labour practice Suspension Labour Court deals inter alia with Strikes, lockouts, picketing rules & protest action, discrimination Unfair dismissal (ch. 8) Dismissal is unfair if it is not effected for a fair reason & in accordance with a fair procedure Act specifies 3 grounds for dismissal: o Misconduct o Incapacity (poor work performance or ill health) o Operational requirements of business Grievance procedure Informs employees how to resolve grievances (see Nel, p.67-73) Disciplinary procedure

68

Aim is to correct unacceptable behavior. Creates certainty and consistency There is a distinction between misconduct, incapacity and operational requirements (e.g. for retrenchments) Verbal warning Written warning Final written warning Transfer Suspension Demotion Dismissal

Basic Conditions of Employment Act (No 75 of 1997) Provides for: Max hrs of work per day or per week Overtime Work on Sundays/public holidays Annual leave/sick leave Termination of contract Deductions Victimization Keeping of records Employment Equity Act ( No 55 of 1998) Purpose: promote equal opportunity and fair treatment eliminate unfair discrimination implement affirmative action measures to redress disadvantages experienced by designated groups

Designated group black people, women , or disabilities Designated employer 50 or more employees, total turnover > R 1.5 million No person may unfairly discriminate on grounds of race, gender, marital status, family responsibility, colour, sexual orientation, age, disability, religion, HIV status, political opinion, culture, language, Compulsory HIV testing prohibited Disputes CCMA Labour Court

69

Affirmative Action Designated employers must implement affirmative action to achieve ee (equitably represented in all occupational categories & levels) consult with employees conduct analysis prepare ee plan report progress

Make reasonable accommodation for people from designated groups (dg) Focus on retention, development & training for dg EE plan ( < 150, every 2 yrs; > 150, every yr) - objectives for each year - numerical goals for achieving - internal monitoring & evaluation procedure Labour inspectors may conduct inspection: compliance order

Unions as collective organizations Power of employer best matched by collection of workers who attempt to improve their position. Need expertise & effective bargaining skills A trade union any no. of workers in an enterprise associated to influence relations between them & employers Objectives Represent interests of their members (i)Improve conditions of work ii) Better the conditions of their lives (medical aid, housing, etc) iii) Express views of workers on society matters (health, environment, ) a) b) c) d) e) Economic objectives improve economic status Job security help members keep jobs Social welfare sickness, accident, pension, housing, education Job regulation working hours, overtime, holidays & sick leave Individual development objectives promote moral, physical & intellectual well-being (aids, education)

70

Methods applied to achieve objectives The unions power depends on the willingness of members to engage in industrial action Collective bargaining wage negotiations, conditions of employment Collective action go-slow, strike, boycott Presentation in formal structures shop-stewards, interviewing panel, disciplinary hearings, management meeting Bargaining with govt Political involvement support opposition party Ednl & social programmes Role of shop stewards Link between management & union members Qualities: Respect & trust of union, fellow employees & man. Effective communicator Make independent, objective judgments & reach rapid decisions Committed, diligent & fair-minded Knowledgeable Main function help maintain relationship between union & members Make sure agreements are implemented Effectual dialogue with management

NEGOTIATION Principles of negotiation 1. Fairness need to be aware of the needs, desires & constraints of the other party. Involves realistic assessment of relative worth of what we want & what we have to offer. 2. Adequate planning. Before we think of negotiating, must be sure of: what we want how much we need by when we want it what is its value what the person may want in exchange whether we have what he wants whether the value of what we are offering is adequate Furthermore, planning normally includes informal research on

71

who is the right person to approach (authority to make decisions) when is the best time what is the persons style of negotiation how much preparatory communication is necessary

Also, must decide on what margin we want to leave for negotiation 3. Knowing what is negotiable and what is not. Not everything is negotiable. Dangerous to violate principles or values. Do not want to jeopardize good name. Negotiation process 1. Clearly articulate subject of negotiation 2. Identify partners of the negotiation process stature & authority of those who are part of the process need to be balanced 3. Carefully consider timing of negotiation. Both parties must have had opportunity to prepare mentally and emotionally. Agree on deadline for making a decision. 4. If issues are delicate, or potentially explosive, may be advisable to appoint facilitator or mediator. 5. Choose venue carefully do not put yourself at a disadvantage. 6. For difficult issues process may be done in stages. Keeping records Advisable to keep accurate records throughout process. Decisions reached must be put in writing include when they are to be implemented, by whom and consequences if not done. Write periodic summaries of main aspects of progress forward to both parties. Final agreement use lawyer or legal team to draft agreement, sign by both parties.

Power as regulator of bargaining process Power of employer can provide work (to earn money) Employees can withhold work If either party had most of the power, there would be no bargaining If conflict not resolved withdrawal Takes the following forms: a) Strikes. Refusal to work. Force employer to negotiate b) Picketing. Hold placards with demands. Publicise action & encourage others to join them

72

c) Go-slow. Affects production without brining operation to standstill. Dont lose wages. Cannot be replaced by temporary labour. d) Work-to-rule. Refuse to take initiative. Adhere to set hours & only do what told to do. e) Lockout. Employers stop paying ban employees from work. Strikes or lockouts are legal if: 1) Issue has been referred to CCMA or bargaining council & certificate issued that it remains unresolved 2) 30 days have elapsed since referral was received by CCMA or barg. Council, and at least 48 hours notice have been given of strike or lockout

Lecture 11 CONTINUOUS PROFESSIONAL DEVELOPMENT (CPD) {ECSA CPD policy: www.ecsa.co.za} Eng Professions Act (46 of 2000) makes periodic renewal of professional registration compulsory Basis for renewal evidence of continuing education & training ECSA recording of CPD starts Jan 2006. Renewal of registration starts 2007 What do you think are the Objectives of CPD ? Maintain competence Acceptable means of renewal of registration Meet requmts for continued international registration Definition of CPD CPD systematic maintenance, improvement & broadening of knowledge & skills, & development of personal qualities necessary for execution of professional and technical duties throughout persons eng. career Employer has responsibilities to facilitate CPD CPD requirements 5 year cycle 25 credits. Anyone year, minimum 3 credits. Must be in at least two categories with at least 1 credit in category 1. Max no. of credits permissible (per annum) in each category given below. Record CPD activities annually

73

Keep verifiable evidence Categories of Activities 1. Developmental activities 4 credits (40 hrs) Conferences. Workshops, lectures, symposia 2. Work-based activities. Eng work 2 credits (800 hrs incl management). Mentoring candidates 1 credit (50 h) 3. Individual activities. Membership of voluntary association (eg SAIChE) 1 credit. Other: 3 credits (30 hrs) post-grad qual, part-time lecturing , etc

SEXUAL HARASSMENT {Paper by Erik Rood, 2002 SEXUAL HARASSMENT IN THE WORKPLACE } What is sexual harassment (SH)? harass to trouble, make someone anxious, worry, torment, subject to aggressive pressure or intimidation Research- has little to do with sex, but rather power (abuse thereof) Unwanted conduct of a sexual nature Difference between sexual attention & harassment Recipient has made it clear it is offensive

Fundamentals Natural attraction between opposite sexes Most people have very strong sex drives Many dimensions of sexual union - physical (release of sexual energy) - emotional (strong expression of love) - spiritual ( expression of commitment, permanence) Very difficult to isolate one dimension To most people, sexual activity is part of a very deep & intimate relationship

74

Many other ways of expressing chemical attraction - touching, words, signals, symbols Aspect of this relationship - growth (progressive) - mutuality - safety - freedom of choice (when, where, with whom, how) - safety - pleasure Other aspects of healthy sexual interaction: - game (play) - fun - trust - joy - satisfaction - acceptance To most people, having sexual union is very precious. If one messes around with something precious hurt, anger, aggression, bitterness, alienation Using sex to achieve other gains is condemned by society. Gains include status self-gratification release of frustration money (wealth) reward power advancement acceptance Sexual harassment Making unwanted or unappreciated sexual advances (in whatever form) - looks, staring, words, e-mails, touching, holding, forcing, kissing, jokes, enquiry etc. Violates the principle of freedom of choice & mutuality Essence: not respecting boundaries Results: 1. Lose trust

75

2. 3. 4.

Fear Tension Negative impact on performance

How do you avoid doing it? Be sensitive, observant, respect others dignity How do you avoid becoming victim? - observant - consult friends - vigilant - firm - dont fool around Legal aspects: Section 203 of Labour Relations Act (1995) Employment Equity Act (1998) also prohibits discrimination & intimidation - Code of Good Practice on dealing with S H A sensitive issue Guarantee confidentiality Informal approach first Then formal approach May refer to CCMA within 30 days of complaint being made Offenders can be dismissed Employer must create a work environment in which dignity is respected (policy SH will not be tolerated)

76