Professional Manager Foundations Training Course

This programme is ideal for:

• Newly appointed or first-time managers stepping into people-management roles
• Aspiring managers preparing for promotion or increased responsibility
• Team leaders, supervisors, and junior managers with limited formal management training
• High-potential employees identified for management development
• Technical specialists or individual contributors transitioning into management roles
• Employees requiring an accredited foundation in professional management practice

It is assumed that learners enrolling for this programme are competent in the following:

• Communication skills at NQF Level 4
• Computer literacy at NQF Level 4

Learners will be required to provide a certified copy of their Matric certificate or an equivalent qualification.

Recognition of Prior Learning (RPL) may be considered in line with the provider’s RPL policy.

Topic 1: Feedback and Communication 

Purpose: 

• Position feedback as a core leadership communication skill that drives performance, trust, and collaboration. 

Key Points: 

• Establish formal communication systems (digital tools, meetings, reports, check-ins). 
• Practice two-way communication through active listening and respectful dialogue. 
• Apply quality standards: timely, honest, clear, specific, constructive. 
• Deliver performance-focused, task-based feedback aligned to expectations. 
• Build trust through transparency, recognition, and constructive conflict management. 

Outcome: 

• Feedback is used as an ongoing professional communication practice. 

Topic 2: Team Structure and Leadership 

Purpose: 

• Enable managers to design, lead, and sustain effective teams aligned to organisational goals. 

Key Points: 

• Distinguish between groups and teams (synergy, shared accountability). 
• Understand different team types (permanent, temporary, cross-functional, virtual). 
• Define roles, responsibilities, performance expectations, and team norms. 
• Allocate roles based on individual strengths. 
• Apply Hill’s Team Leadership Model (task, relationship, external functions). 
• Use situational leadership styles appropriately. 
• Identify characteristics of high-performance teams. 

Outcome: 

• Managers intentionally structure teams and adapt leadership styles for effectiveness. 

Topic 3: Decision-Making and Problem-Solving 

Purpose: 

• Develop collaborative, structured decision-making using participatory leadership. 

Key Points: 

• Clearly define problems and involve the team early. 
• Apply root cause analysis and collaborative information sharing. 
• Generate solutions through structured brainstorming. 
• Evaluate options using respectful debate and analytical tools. 
• Balance quantitative and qualitative factors. 
• Select feasible solutions with team consensus and buy-in. 

Outcome: 

• Managers lead inclusive, evidence-based decision-making. 

Topic 4: Delegation and Action Planning 

Purpose: 

• Translate decisions into execution through effective planning and delegation. 

Key Points: 

• Convert solutions into clear, measurable goals and action steps. 
• Communicate task purpose (“what” and “why”). 
• Delegate based on capability, readiness, and authority levels. 
• Allocate required resources (time, tools, budget, people). 
• Build commitment: 
  • Commitment = (Understanding + Agreement) × Personal Interest 
• Monitor progress and conduct post-implementation reviews. 

Outcome: 

• Managers delegate confidently and ensure consistent execution. 

Topic 5: Performance Evaluation and Review 

Purpose: 

• Improve team and individual performance through structured evaluation. 

Key Points: 

• Evaluate team effectiveness and individual deliverables. 
• Use review tools (PIRs, team diagnostics, structured reviews). 
• Provide constructive, task-focused feedback and recognition. 
• Address underperformance constructively and take managerial accountability. 
• Develop improvement and alternative action plans. 

Outcome: 

• Performance evaluation is used as a continuous improvement process.