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FACULTY OF MANAGEMENT SCIENCE AND COMMUNICATION
Compiled by: Faculty Head - Tessa Reddy
STRATEGIC PLAN
2014-2018
2
Content
Page
1. Introduction 3
2. Higher Education in Perspective 3
3. Vision, Mission and Values 3
4. The Faculty of Management Sciences and Communication 4
5. Goals, Strategies and Associated Performance Indicators 5 - 9
6. Implementation 9 - 10
3
1. Introduction
 A strategic plan is a road map to lead an organisation from where it is now
to where it would like to be in five or ten years.
 The purpose of strategic planning is to assist an organisation in
establishing priorities and better serve the needs of its constituency.
 A strategic plan must reflect the thoughts, feelings, ideas and wants of
developers and collaborate with the organisation’s purpose, mission and
regulations into an integrated document.
2. Higher Education in Perspective
 The higher education sector has been characterised by major changes
ranging from the implementation of policy frameworks and regulatory
mechanisms developed to steer the transformation of the sector, to the
radical restructuring of the landscape.
 The role of HET in South Africa is to promote human capital development
and economic growth.
 There is pressure on higher education from both government and
employers to produce graduates who are employable in the sense that they
have the attributes, capabilities and dispositions to work successfully.
3. Vision, Mission and Values
 Damelin is registered with the Department of Higher Education and
Training as a private Higher Education and Training institution under the
Higher Education and Training Act 101 of 1997.
 ‘To provide higher education’ means Damelin:
-Registers students for complete qualifications at or above level 5 of the
National Qualification Framework as contemplated in the South African
Qualifications Authority Act, 1995.
-Takes responsibility for the provision and delivery of the curricula.
-The assessment of students regarding their learning programmes.
-Confers qualifications, in the name of the higher education institution
concerned.
4
 Damelin’s Vision - To lead and inspire quality private education and training
throughout Southern Africa and the African continent.
 Damelin’s Mission statement – We pride ourselves on being a provider of
quality learner focused education. It is our mission to deliver innovative yet
relevant programmes.
 Damelin’s Values – Academic commitment, reputable and quality brands,
innovative relevant programmes, skills development, integrity and
entrepreneurial spirit.
4. The Faculty of Management Science and Communication
 The Faculty of Management Science and Communication includes nine
diverse, accredited programmes:
- Diploma in Marketing Management
- Diploma in Business Management
- Diploma in Human Resource Management
- Diploma in Office Management
- Diploma in Public Administration
- Diploma in Journalism & Media Studies
- Diploma in Public Relations
- BCom in Marketing and Business Management
- Bachelor of Applied Social Science (Community Service)
 All Damelin Higher Education and Training programmes have been
accredited by the Higher Education and Training Quality Committee
(HEQC) of the CHE (South African Council on Higher Education).
 Higher Education and Training learning programmes (HET) at Damelin fall
within NQF Levels 5 – 10 on the National Qualifications Framework and
include Degrees as well as Higher Certificate’s and Diploma’s.
 The Diploma programme aims to provide students with the knowledge and
practical skills required to perform effectively in the business management
environment.
 The BCom Degree programme provides learners with a solid grounding in
the academic theory underpinning the main concepts in the fields of
Marketing and Business Management.
 The BSocSci Degree aims to provide individuals working in or interested in
working in the field of Community Service with the knowledge, skills and
competencies, expected of individuals functioning in areas where applied
Social Science skills and competencies with related skills sets will support
employment.
5
5. Goals, Strategies and Associated Performance Indicators
5.1 Increasing Research Output
Research production is increasingly becoming a focal point in higher
education transformation.
Much importance must be assigned to research and development carried out
by academic staff and students.
Strategies
 Research funding’s needs to increase (estimated budget of R40 000), in
order to increase research output.
 Mentorship and faculty support must be given to academic staff and
students.
 Students must be aware of the research process and what is expected of
them.
Performance Indicators
 Every semester, research topics are selected, compiled by authors
(academic staff) and the selected ones are published in a research journal,
called the IZINDABA.
 The Faculty head of MSC and CLI are busy with compilation of a research
project guideline for BCom Marketing and Business Management third year
students.
5.2 Excellence in Teaching and Learning
The lecturer must create an engaging, motivating and intellectually stimulating
learning experience for the student.
He or she must enhance student engagement and learning through effective
curriculum design, use of technology and assessment strategies.
Strategies
 A seminar can be held for lecturer’s on how to:
- Find ways to present appropriately challenging learning activities in an
enthusiastic, interesting, enjoyable and dynamic way.
6
- Foster active participation and enthusiastic engagement in learning
activities.
- Link teaching and learning activities and assessment tasks to learning
objectives.
- Ensure that curriculum content is up-to-date, relevant and future
focused.
- Design valid and reliable assessment that ensures academic standards
are maintained at the highest level.
- Design assessments that are fair and has standards appropriate for the
discipline.
- Ensure reliable processes for marking and assignment of grades, with
consistent and systematic moderation processes used within and
across courses.
Performance Indicators
 Faculty heads conduct meetings with lecturers on a regular basis.
 Lecturers are given guidance with regards to compiling assessments.
 Assessments are moderated by facilitators and quality assured by the
National Assessment department, Faculty heads and QA Manager.
 Faculty Heads benchmark with other campuses and industry.
 There has been a significant increase in graduation rates.
5.3 Academic Leadership and Management
‘Leadership is part of academic work,’ according to the Leadership
Foundation for Higher Education.
The quality of leadership and management makes a significant difference to
an institution and student outcomes.
The main assets are people and for an organisation to remain or become
competitive, depends on the development of a highly motivated and skilled
workforce.
7
Strategies
 The Faculty of MSC is to get involved in the performance management
system with facilitators and programme co-ordinators.
 To develop a reward system for facilitators and programme co-ordinators,
for example administer monetary or time off incentives.
 The Faculty of MSC must conduct training workshops for programme
co –ordinators.
 Encourage managers on campus level to host a motivational workshop per
semester for academic staff.
Performance Indicators
 Faculty Heads conduct monthly meetings with programme co-ordinators
where issues and suggestions are discussed.
 Induction and orientation programmes for staff are carried out on each site.
 The best academic, admin person are nominated throughout all campuses
on a monthly basis.
5.4 Developing Market Related and Industry Recognised Programmes
The Faculty of MSC must be committed to offering industry recognised
programmes which the market needs, is current and relevant.
Graduates must enter the job market with a current knowledge base and
outstanding skills.
Strategies
 Look at industry trends and speak to professionals in industry.
 Evaluate current programmes, course content must be updated on a
continual basis.
 Benchmark against other campus courses and international standards.
 New programmes must be offered in accordance with SAQA requirements.
 A budget will be required for the Faculty of MSC for example, estimated
R30 000.
8
Performance Indicators
 Programme review forms are filled out by academic staff at campuses and
sent to the faculty heads.
 Research is conducted, identifying the current industry recognised
programmes.
5.5 Establish and Maintain Relationships with Key Stakeholders
A ‘stakeholder’ is someone who is involved with an organisation and therefore
has responsibilities towards it and an interest in its success.
The Faculty of MSC communicates with book suppliers and professionals
in industry, these are our stakeholders.
More time needs to be invested in understanding our stakeholders, hence the
dynamics of the conversations become better and excellent relationships are
fostered.
Strategies
 Invite stakeholders to coffees, breakfasts to establish and maintain a good
relationship.
 Communicate throughout the year with stakeholders, not only when
needed.
 Thank stakeholders for their involvement in the organisation, they like to be
acknowledged and appreciated.
Performance Indicators
 Faculty Heads are in contact with book suppliers when the booklist needs
to be reviewed. Desk copies are given upon request.
 Suppliers usually showcase their textbooks at the Randburg campus and
lecturers are free to look at the various books and check which is relevant
to the module.
 Professionals from industry are called upon to look at our programme
content and moderate third year exit level papers.
5.6 Community Engagement and Outreach
The Faculty of MSC and other staff members engage in community
engagement and there should be more focus on it this year.
9
The emphasis in community engagement is that of honest relationship
building for the sake of community.
There are five levels of community engagement which are to, inform,
consult, involve, collaborate and empower.
These levels of engagement form a spectrum of community involvement.
Strategies
 To put ourselves out there and become actively involved in community
work throughout the year.
 To consult with diverse charity organisations and get all academic staff
involved.
 Communicate with other organisations and find out about their
charity drives.
 Encourage staff members to pledge and engage in volunteer work.
Performance Indicators
 In 2013, there was a drive to collect clothes and groceries for the
underprivileged community.
 Damelin National team embarked on donating to a children’s home, ‘The
Lighthouse Shelter’ and involvement in charity drives, GO BIG on casual
day.
 Books were supplied to disadvantaged schools by the Randburg campus.
6. Implementation
The Faculty of MSC’s strategic plan is a three year one. It will be implemented via
annual planning workshops, executing of strategies and teamwork effort.
Implementation effectiveness can be measured by how well the business meets
the financial projections set out in the strategic plan. To achieve effective
implementation, a business must ensure that any changes initiated by the
strategic plan are reflected in areas such as budgeting, reward schemes and
information systems.
The overall goal is to integrate the results of strategic planning with daily, weekly
and monthly routines. The goals articulated in the strategic plan should drive
marketing and sales efforts, human resources practices and research and
10
development. These goals become a central part of the business by guiding daily
operational activities.

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My Strategic Plan - Faculty of Management Science and Communication

  • 1. 1 FACULTY OF MANAGEMENT SCIENCE AND COMMUNICATION Compiled by: Faculty Head - Tessa Reddy STRATEGIC PLAN 2014-2018
  • 2. 2 Content Page 1. Introduction 3 2. Higher Education in Perspective 3 3. Vision, Mission and Values 3 4. The Faculty of Management Sciences and Communication 4 5. Goals, Strategies and Associated Performance Indicators 5 - 9 6. Implementation 9 - 10
  • 3. 3 1. Introduction  A strategic plan is a road map to lead an organisation from where it is now to where it would like to be in five or ten years.  The purpose of strategic planning is to assist an organisation in establishing priorities and better serve the needs of its constituency.  A strategic plan must reflect the thoughts, feelings, ideas and wants of developers and collaborate with the organisation’s purpose, mission and regulations into an integrated document. 2. Higher Education in Perspective  The higher education sector has been characterised by major changes ranging from the implementation of policy frameworks and regulatory mechanisms developed to steer the transformation of the sector, to the radical restructuring of the landscape.  The role of HET in South Africa is to promote human capital development and economic growth.  There is pressure on higher education from both government and employers to produce graduates who are employable in the sense that they have the attributes, capabilities and dispositions to work successfully. 3. Vision, Mission and Values  Damelin is registered with the Department of Higher Education and Training as a private Higher Education and Training institution under the Higher Education and Training Act 101 of 1997.  ‘To provide higher education’ means Damelin: -Registers students for complete qualifications at or above level 5 of the National Qualification Framework as contemplated in the South African Qualifications Authority Act, 1995. -Takes responsibility for the provision and delivery of the curricula. -The assessment of students regarding their learning programmes. -Confers qualifications, in the name of the higher education institution concerned.
  • 4. 4  Damelin’s Vision - To lead and inspire quality private education and training throughout Southern Africa and the African continent.  Damelin’s Mission statement – We pride ourselves on being a provider of quality learner focused education. It is our mission to deliver innovative yet relevant programmes.  Damelin’s Values – Academic commitment, reputable and quality brands, innovative relevant programmes, skills development, integrity and entrepreneurial spirit. 4. The Faculty of Management Science and Communication  The Faculty of Management Science and Communication includes nine diverse, accredited programmes: - Diploma in Marketing Management - Diploma in Business Management - Diploma in Human Resource Management - Diploma in Office Management - Diploma in Public Administration - Diploma in Journalism & Media Studies - Diploma in Public Relations - BCom in Marketing and Business Management - Bachelor of Applied Social Science (Community Service)  All Damelin Higher Education and Training programmes have been accredited by the Higher Education and Training Quality Committee (HEQC) of the CHE (South African Council on Higher Education).  Higher Education and Training learning programmes (HET) at Damelin fall within NQF Levels 5 – 10 on the National Qualifications Framework and include Degrees as well as Higher Certificate’s and Diploma’s.  The Diploma programme aims to provide students with the knowledge and practical skills required to perform effectively in the business management environment.  The BCom Degree programme provides learners with a solid grounding in the academic theory underpinning the main concepts in the fields of Marketing and Business Management.  The BSocSci Degree aims to provide individuals working in or interested in working in the field of Community Service with the knowledge, skills and competencies, expected of individuals functioning in areas where applied Social Science skills and competencies with related skills sets will support employment.
  • 5. 5 5. Goals, Strategies and Associated Performance Indicators 5.1 Increasing Research Output Research production is increasingly becoming a focal point in higher education transformation. Much importance must be assigned to research and development carried out by academic staff and students. Strategies  Research funding’s needs to increase (estimated budget of R40 000), in order to increase research output.  Mentorship and faculty support must be given to academic staff and students.  Students must be aware of the research process and what is expected of them. Performance Indicators  Every semester, research topics are selected, compiled by authors (academic staff) and the selected ones are published in a research journal, called the IZINDABA.  The Faculty head of MSC and CLI are busy with compilation of a research project guideline for BCom Marketing and Business Management third year students. 5.2 Excellence in Teaching and Learning The lecturer must create an engaging, motivating and intellectually stimulating learning experience for the student. He or she must enhance student engagement and learning through effective curriculum design, use of technology and assessment strategies. Strategies  A seminar can be held for lecturer’s on how to: - Find ways to present appropriately challenging learning activities in an enthusiastic, interesting, enjoyable and dynamic way.
  • 6. 6 - Foster active participation and enthusiastic engagement in learning activities. - Link teaching and learning activities and assessment tasks to learning objectives. - Ensure that curriculum content is up-to-date, relevant and future focused. - Design valid and reliable assessment that ensures academic standards are maintained at the highest level. - Design assessments that are fair and has standards appropriate for the discipline. - Ensure reliable processes for marking and assignment of grades, with consistent and systematic moderation processes used within and across courses. Performance Indicators  Faculty heads conduct meetings with lecturers on a regular basis.  Lecturers are given guidance with regards to compiling assessments.  Assessments are moderated by facilitators and quality assured by the National Assessment department, Faculty heads and QA Manager.  Faculty Heads benchmark with other campuses and industry.  There has been a significant increase in graduation rates. 5.3 Academic Leadership and Management ‘Leadership is part of academic work,’ according to the Leadership Foundation for Higher Education. The quality of leadership and management makes a significant difference to an institution and student outcomes. The main assets are people and for an organisation to remain or become competitive, depends on the development of a highly motivated and skilled workforce.
  • 7. 7 Strategies  The Faculty of MSC is to get involved in the performance management system with facilitators and programme co-ordinators.  To develop a reward system for facilitators and programme co-ordinators, for example administer monetary or time off incentives.  The Faculty of MSC must conduct training workshops for programme co –ordinators.  Encourage managers on campus level to host a motivational workshop per semester for academic staff. Performance Indicators  Faculty Heads conduct monthly meetings with programme co-ordinators where issues and suggestions are discussed.  Induction and orientation programmes for staff are carried out on each site.  The best academic, admin person are nominated throughout all campuses on a monthly basis. 5.4 Developing Market Related and Industry Recognised Programmes The Faculty of MSC must be committed to offering industry recognised programmes which the market needs, is current and relevant. Graduates must enter the job market with a current knowledge base and outstanding skills. Strategies  Look at industry trends and speak to professionals in industry.  Evaluate current programmes, course content must be updated on a continual basis.  Benchmark against other campus courses and international standards.  New programmes must be offered in accordance with SAQA requirements.  A budget will be required for the Faculty of MSC for example, estimated R30 000.
  • 8. 8 Performance Indicators  Programme review forms are filled out by academic staff at campuses and sent to the faculty heads.  Research is conducted, identifying the current industry recognised programmes. 5.5 Establish and Maintain Relationships with Key Stakeholders A ‘stakeholder’ is someone who is involved with an organisation and therefore has responsibilities towards it and an interest in its success. The Faculty of MSC communicates with book suppliers and professionals in industry, these are our stakeholders. More time needs to be invested in understanding our stakeholders, hence the dynamics of the conversations become better and excellent relationships are fostered. Strategies  Invite stakeholders to coffees, breakfasts to establish and maintain a good relationship.  Communicate throughout the year with stakeholders, not only when needed.  Thank stakeholders for their involvement in the organisation, they like to be acknowledged and appreciated. Performance Indicators  Faculty Heads are in contact with book suppliers when the booklist needs to be reviewed. Desk copies are given upon request.  Suppliers usually showcase their textbooks at the Randburg campus and lecturers are free to look at the various books and check which is relevant to the module.  Professionals from industry are called upon to look at our programme content and moderate third year exit level papers. 5.6 Community Engagement and Outreach The Faculty of MSC and other staff members engage in community engagement and there should be more focus on it this year.
  • 9. 9 The emphasis in community engagement is that of honest relationship building for the sake of community. There are five levels of community engagement which are to, inform, consult, involve, collaborate and empower. These levels of engagement form a spectrum of community involvement. Strategies  To put ourselves out there and become actively involved in community work throughout the year.  To consult with diverse charity organisations and get all academic staff involved.  Communicate with other organisations and find out about their charity drives.  Encourage staff members to pledge and engage in volunteer work. Performance Indicators  In 2013, there was a drive to collect clothes and groceries for the underprivileged community.  Damelin National team embarked on donating to a children’s home, ‘The Lighthouse Shelter’ and involvement in charity drives, GO BIG on casual day.  Books were supplied to disadvantaged schools by the Randburg campus. 6. Implementation The Faculty of MSC’s strategic plan is a three year one. It will be implemented via annual planning workshops, executing of strategies and teamwork effort. Implementation effectiveness can be measured by how well the business meets the financial projections set out in the strategic plan. To achieve effective implementation, a business must ensure that any changes initiated by the strategic plan are reflected in areas such as budgeting, reward schemes and information systems. The overall goal is to integrate the results of strategic planning with daily, weekly and monthly routines. The goals articulated in the strategic plan should drive marketing and sales efforts, human resources practices and research and
  • 10. 10 development. These goals become a central part of the business by guiding daily operational activities.