, PLEASE USE THIS DOCUMENT AS A GUIDE ONLY
QUESTION 1
1.1. Give a practical account of how you fulfil the following four management functions:
planning, organising, leading and control.
Planning
Planning involves deciding what the organisation wants to accomplish and how to achieve those
goals. As the manager, I would begin by setting a clear goal: to reduce statutory rape incidents
through an awareness campaign targeting men and boys in Limpopo from March to August 2026. I
would conduct a needs assessment using formal methods (e.g., surveys with community leaders) and
informal methods (e.g., discussions with supervisors and community meetings) to understand the
specific drivers of statutory rape in each district (BSW4804, Study Guide, p. 69). I would then
formulate a project charter outlining objectives, scope, roles, and budget (BSW4804, Study Guide, p.
70). The action plan would specify tasks such as developing workshop content, creating online
videos, arranging community meetings, and setting timelines for each district. I would also ensure
alignment with CWL’s mission and the Department of Social Development’s funding policies
(BSW4804, Study Guide, p. 52).
Organising
Organising involves establishing a structure to allocate human and physical resources to meet
organisational goals. I would adopt a divisional organisational structure based on geographical
districts (BSW4804, Study Guide, p. 54), with each of the five district supervisors responsible for
their area’s campaign implementation. I would delegate authority to each supervisor to coordinate
their team of 3 social workers and 3 social auxiliary workers. Job design would include assigning
specific roles: social workers facilitating workshops and peer education, and social auxiliary workers
handling logistics and social media posts (BSW4804, Study Guide, p. 56). I would establish a
coordination mechanism through weekly virtual meetings between supervisors and myself.
Partnerships with Sonke Gender Justice, #NotInMyName, Love Life, Men’s Clinic International,
Limpopo Liquor Board, and the South African Council of Churches would be formalised through
memoranda of understanding to ensure clear reporting lines and resource sharing (BSW4804, Study
Guide, p. 56).
Leading
Leading involves influencing others to achieve organisational goals through motivation,
communication, and direction. I would adopt a democratic/participative leadership style (BSW4804,
Study Guide, p. 57), involving supervisors and social workers in decision-making about campaign
activities in their districts. I would use expert power (BSW4804, Study Guide, p. 57) by providing
training on statutory rape prevention and effective facilitation techniques. To motivate staff, I would
recognise their contributions in team meetings and link the campaign’s success to CWL’s broader
child protection mandate. I would communicate the vision of a safer Limpopo for children through
regular emails, WhatsApp groups, and face-to-face meetings. I would also address potential burnout
by ensuring workload management and offering emotional support during supervision sessions, in
line with the supportive function of supervision (BSW4804, Study Guide, p. 15).
, Control
Control involves measuring work performance against standards and taking corrective action. I
would develop a quality assurance process (BSW4804, Study Guide, p. 58) using key performance
indicators: number of workshops held, reach of social media posts, attendance at community
meetings, and pre/post-test scores from workshops. Each district supervisor would submit weekly
progress reports (BSW4804, Study Guide, p. 81), comparing actual outputs against the action plan. I
would conduct monthly review meetings to identify deviations, such as low attendance in certain
venues, and initiate corrective actions (e.g., shifting to more accessible locations or increasing peer
education). A balanced scorecard would monitor financial, customer (community feedback), internal
processes, and innovation/learning perspectives (BSW4804, Study Guide, p. 140). At project closure
(August 2026), a post-implementation review checklist would evaluate whether objectives were met
within time and budget (BSW4804, Study Guide, p. 86).
1.2. Make use of examples and describe in detail how you will fulfil the following management
tasks: human resource management, workload management and change management.
Human Resource Management
Human resource management involves recruiting, hiring, deploying, and managing employees to
ensure quality service delivery. For this campaign, I would take the following steps:
Recruitment and selection – Although the campaign will use existing social workers and social
auxiliary workers, I would first review their job descriptions to add campaign-specific duties,
such as facilitating workshops on statutory rape prevention and creating online educational
videos (BSW4804, Study Guide, p. 45). If additional staff are needed, I would advertise
part-time or secondment positions through the DPSA circular and online platforms, ensuring
non-discriminatory practices.
Performance appraisal – I would implement a formal performance appraisal system linked to
the campaign. Key performance areas (KPAs) would include: number of workshops facilitated,
number of men and boys reached, quality of social media posts, and collaboration with partners
like Sonke Gender Justice. Appraisals would occur monthly, with feedback given during
supervision sessions (BSW4804, Study Guide, p. 46).
Retention strategy – To prevent burnout and staff turnover during the six-month campaign, I
would identify challenges such as heavy travel to bars and shopping malls, and compare
workload with other CWL programmes. I would introduce incentives such as flexible working
hours, additional training on gender-based violence, and public recognition in CWL
newsletters.
Example: A social worker in the Vhembe district who excels at organising community meetings
would be given lead responsibility for peer education programmes, and their performance would be
formally recognised in their annual appraisal.
QUESTION 1
1.1. Give a practical account of how you fulfil the following four management functions:
planning, organising, leading and control.
Planning
Planning involves deciding what the organisation wants to accomplish and how to achieve those
goals. As the manager, I would begin by setting a clear goal: to reduce statutory rape incidents
through an awareness campaign targeting men and boys in Limpopo from March to August 2026. I
would conduct a needs assessment using formal methods (e.g., surveys with community leaders) and
informal methods (e.g., discussions with supervisors and community meetings) to understand the
specific drivers of statutory rape in each district (BSW4804, Study Guide, p. 69). I would then
formulate a project charter outlining objectives, scope, roles, and budget (BSW4804, Study Guide, p.
70). The action plan would specify tasks such as developing workshop content, creating online
videos, arranging community meetings, and setting timelines for each district. I would also ensure
alignment with CWL’s mission and the Department of Social Development’s funding policies
(BSW4804, Study Guide, p. 52).
Organising
Organising involves establishing a structure to allocate human and physical resources to meet
organisational goals. I would adopt a divisional organisational structure based on geographical
districts (BSW4804, Study Guide, p. 54), with each of the five district supervisors responsible for
their area’s campaign implementation. I would delegate authority to each supervisor to coordinate
their team of 3 social workers and 3 social auxiliary workers. Job design would include assigning
specific roles: social workers facilitating workshops and peer education, and social auxiliary workers
handling logistics and social media posts (BSW4804, Study Guide, p. 56). I would establish a
coordination mechanism through weekly virtual meetings between supervisors and myself.
Partnerships with Sonke Gender Justice, #NotInMyName, Love Life, Men’s Clinic International,
Limpopo Liquor Board, and the South African Council of Churches would be formalised through
memoranda of understanding to ensure clear reporting lines and resource sharing (BSW4804, Study
Guide, p. 56).
Leading
Leading involves influencing others to achieve organisational goals through motivation,
communication, and direction. I would adopt a democratic/participative leadership style (BSW4804,
Study Guide, p. 57), involving supervisors and social workers in decision-making about campaign
activities in their districts. I would use expert power (BSW4804, Study Guide, p. 57) by providing
training on statutory rape prevention and effective facilitation techniques. To motivate staff, I would
recognise their contributions in team meetings and link the campaign’s success to CWL’s broader
child protection mandate. I would communicate the vision of a safer Limpopo for children through
regular emails, WhatsApp groups, and face-to-face meetings. I would also address potential burnout
by ensuring workload management and offering emotional support during supervision sessions, in
line with the supportive function of supervision (BSW4804, Study Guide, p. 15).
, Control
Control involves measuring work performance against standards and taking corrective action. I
would develop a quality assurance process (BSW4804, Study Guide, p. 58) using key performance
indicators: number of workshops held, reach of social media posts, attendance at community
meetings, and pre/post-test scores from workshops. Each district supervisor would submit weekly
progress reports (BSW4804, Study Guide, p. 81), comparing actual outputs against the action plan. I
would conduct monthly review meetings to identify deviations, such as low attendance in certain
venues, and initiate corrective actions (e.g., shifting to more accessible locations or increasing peer
education). A balanced scorecard would monitor financial, customer (community feedback), internal
processes, and innovation/learning perspectives (BSW4804, Study Guide, p. 140). At project closure
(August 2026), a post-implementation review checklist would evaluate whether objectives were met
within time and budget (BSW4804, Study Guide, p. 86).
1.2. Make use of examples and describe in detail how you will fulfil the following management
tasks: human resource management, workload management and change management.
Human Resource Management
Human resource management involves recruiting, hiring, deploying, and managing employees to
ensure quality service delivery. For this campaign, I would take the following steps:
Recruitment and selection – Although the campaign will use existing social workers and social
auxiliary workers, I would first review their job descriptions to add campaign-specific duties,
such as facilitating workshops on statutory rape prevention and creating online educational
videos (BSW4804, Study Guide, p. 45). If additional staff are needed, I would advertise
part-time or secondment positions through the DPSA circular and online platforms, ensuring
non-discriminatory practices.
Performance appraisal – I would implement a formal performance appraisal system linked to
the campaign. Key performance areas (KPAs) would include: number of workshops facilitated,
number of men and boys reached, quality of social media posts, and collaboration with partners
like Sonke Gender Justice. Appraisals would occur monthly, with feedback given during
supervision sessions (BSW4804, Study Guide, p. 46).
Retention strategy – To prevent burnout and staff turnover during the six-month campaign, I
would identify challenges such as heavy travel to bars and shopping malls, and compare
workload with other CWL programmes. I would introduce incentives such as flexible working
hours, additional training on gender-based violence, and public recognition in CWL
newsletters.
Example: A social worker in the Vhembe district who excels at organising community meetings
would be given lead responsibility for peer education programmes, and their performance would be
formally recognised in their annual appraisal.
