Management and Leadership Skills


3 Days Interactive Online Course


05, 06 & 07 October 2022 (08:30 - 16:00): Interactive Online Course



Online registration - Click here

Click here to download registration forms for 05, 06 & 07 October 2022 Interactive Online Course


Course content 


Day 1: Introduction to management principles and practice 


Module 1: Unique challenges of the technical work environment – applying the Systems-thinking view of management 


Module 2: Applying the three (3) managerial roles  

  • Informational 
  • Interpersonal 
  • Decision-making 


Module 3: Applying the three (3) managerial skills  

  • Technical 
  • Interpersonal 
  • Conceptual 


Module 4: Applying the four (4) management functions  

  • Planning 
  • Organising 
  • Leading 
  • Controlling 


Module 5: Improving team productivity  

  • Systems 
  • Work methods 
  • Work lay-out 
  • Job design 
  • Work processes 
  • Resource management 


Module 6: Applying the delegation process as a supervisor 


Module 7: Effectively managing resources  

  • Human 
  • Financial 
  • Materials and consumables 
  • Informational 
  • Technological 
  • Vehicles, machinery and equipment (VEM) 


Module 8: Applying supervisory decision-making techniques and implementing the problem-solving process 


Day 2: Applying leadership best practice 


Module 9: People Management and Supervision of a team  

  • Team dynamics (roles, structures, processes and behaviour) 
  • Conflict management 
  • Interpersonal and relationship building skills 
  • Management of team member conduct and discipline 
  • Diversity and inclusivity 


Module 10: Applying team leadership principles  

  • Motivation 
  • Communication 
  • Empowering, coaching and developing team members 


Day 3: Team management and performance management 


Module 11: Mastering Individual and Team performance management process  

  • Planning 
  • Appraisal 
  • Feedback 
  • Development 
  • Reward 


Module 12: Managing and correcting poor performance  

  • Applying the Performance Matrix 
  • Applying the Performance Equation 


Module 13: Applying the Stakeholder relations process  

  • Applying the Power-Interest Matrix 


Module 14: Employee Engagement Strategies  

  • Best practice strategies 


Purpose of the course:  

  • The programme effectively blends the theory and practice of team management with practical application tools and techniques. 


The course will be useful for:  

  • Middle and junior managers 
  • First line supervisors 
  • Team leaders 
  • Maintenance and technical managers
  • Office managers; 
  • Professionals who require basic management skills 
  • Aspirant/potential supervisors and managers 


On completion of the course delegates will be able to:   

  • Learners will be capacitated to plan, organise, lead and control teams towards productivity and performance improvement. 


Registration Fee

  • Price per delegate R 6250-00  

The above fee includes course material and if applicable, lunch and refreshments.

Course material will only be made available to paid participants.

Seats are limited. Early booking is essential.


For further information contact:



Online registration - Click here

Click here to download registration forms for 05, 06 & 07 October 2022 Interactive Online Course










The four-day working week and its impact on South African labour law: Are we ready?


If there is one thing we can learn from the COVID-19 pandemic, it is that many employees can work from anywhere and the “normal” 9 to 5 is no longer palatable to the upcoming workforce.



By Hedda Schensema, Director and Tshepiso Rasetlola, Associate, Employment Law, Cliffe Dekker Hofmeyr


Over the past two years, many employers have had to reassess their working arrangement as a result of the pandemic. COVID-19 served as a test run on what the “new normal” has to offer in respect of the employment relationship and some working conditions. This has resulted in many employers successfully implementing a hybrid working arrangement and, in some instances, even requiring their employees to work from home indefinitely.


Many employers have indicated that they have experienced an increase in productivity and less stressed employees. On the flip side, however, employees have been unable to shut down and find themselves working round the clock and over and above their normal working hours. Considering the above, does this mean that South Africa is ready for a four-day working week post COVID-19?

Countries like Belgium and the UK have been able to successfully implement a four-day working week. However, given that South Africa is highly regulated in respect of its labour and employment laws, it has been argued that it would not be as seamless or easy an exercise to implement in comparison to these countries.


South Africa has numerous bargaining councils and sectorial agreements that regulate basic conditions of employment in the different sectors and include, inter alia, working hours. In order to be able to implement a four-day working week model, these agreements will have to be amended and their terms renegotiated to align with such a model.


This means an employer cannot change the terms and conditions of employment as recorded in these agreements without first consulting the relevant stakeholders, which include trade unions, workplace forums and individual employees.


This is a process that is consultative and which must result in consensus being reached on all aspects related to the arrangement. A failure to obtain consent prior to implementing the working model may result in a unilateral change in terms and conditions of employment by an employer. This could expose the employer to a referral by its employees in relation to unilateral changes to terms and conditions of employment.


In addition to this, the relevant labour and employment laws will have to be amended to cater for the working model from a regulatory point of view. Employers will need to consider their health and safety obligations towards employees in terms of the Occupational Health and Safety Act 85 of 1993, which requires an employer to, among other things, do everything reasonably practicable to protect employees’ health and safety in the workplace. In this regard, an employer’s obligations to ensure the health and safety of its employees extends to where the employee is working outside of the conventionally understood workplace, including a home office.


Although a four-day working week model sounds like a brilliant and exciting idea, employers will have to assess their respective sector and industry in order to establish whether it would be practicable or even feasible for its business model. Employers will also have to consider the applicable legislation and agreements regulating their sector and engage in a consultative process with the relevant stakeholders.


It is, therefore, perhaps premature to make a concrete finding that the four-day working week model would be possible in a highly regulated country like South Africa. We will therefore have to monitor its progress and assess from an individual employer’s business model as to whether the four-day working week would be appropriate.


For more information please contact Hedda Schensema at [email protected] or Tshepiso Rasetlola at [email protected]


Article published with the kind courtesy of Cliffe Dekker Hofmeyr www.cliffedekkerhofmeyr.com.




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