EMDP ASSIGNMENT

1.1 Explain the core ethical values of your department by critically

analysing the Department’s vision and mission and values. (LO1)
Our Department’s vision states that there should be attainment of a radically
transformed, inclusive and sustainable economic growth for KwaZulu Natal.
It is important for a government official working under the Pollution and Waste
Management section to be faithful to the Republic and honours the Constitution of
South Africa. This innocently shows that the official has the ability to advise the
Public in an appropriate manner without being biased to the Republic and the
Department. A PWM official must have regards for the conditions and concerns of
the public in performing his or her official duties and in the making of decisions
affecting them.
This is significantly seen when reviewing different applications in order to issue a
Waste Management License (WML). The concerns and judgments by the community
are taken into consideration through the public participation process. Comments
from the public influence the decision made by the Department. As an official under
PWM section, I need to commit myself through and timely to service development
and uplift of all South Africans.
The Department of Economic Development, Tourism and Environmental Affairs
(DEDTEA) is committed in providing a favourable environment for its employees.
DEDTEA provides its officials with enormous number of benefits, which include the
housing allowances, travel allowance as well as medical assistance. The
Department does not only value work but it also values the well-being of an
individual. Furthermore, the Department strongly values and promotes the culture of
Ubuntu that also focuses on caring and supporting, ethics and integrity,
accountability and transparency as well as commitment and innovation.
The vision of EDTEA is to “attain a radically transformed, inclusive and sustainable
economic growth for KwaZulu-Natal”. The PWM section assist in development that
contributes to sustainable development and economic growth, by reviewing
documentation, provide assistance and comment on waste-related applications
within the district, issuing WML to local municipality and promoting recycling in
communities. The process of issuing a WML also involves public participation, where
only rich people commenting about the construction of the landfill. The advantageous
people during the apartheid era are the only people who are able to develop and
follow the regulation.
In my opinion the section is still focusing on improving the lives of the white South
Africans. The section does not have any measures that deal with assisting the poor
Black South African. Measures of assisting do not focus on financing or giving
incentives to the poor Black South African but I believe that the section should also
have measures to ensure that also Black businesses are considered. Therefore it is
not easy to understand the transformation that the Department wants to attain.

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The mission of EDTEA is to:
• Provide leadership and facilitate integrated economic planning
• Be a catalyst for economic transformation and sustainable development
• Implement strategies that drive economic growth and promote sound environmental
management
• Create a conducive environment for trade, investment and tourism
• Monitor and enforce sound business and consumer regulations
The environmental section is still new to the Department. In most instances it is
noted that there is not much focus on the environmental issues such as waste
recycling projects, rhino poaching, and degradation of the environment, protection of
animal and plant species. In this case the mission of the Department is to be a
catalyst for economic development. This is done through trade, investment and
tourism and sustainable development of which one could try to link with the PWM
section.
1.2 Evaluate how your own values fit in with the department’s values.
The Department has values just like an individual. Values are things that are
important to one. They provide rules and guidelines for our choices.
Values
The Department commits to providing a favourable environment for its employees.
We believe and promote the culture of Ubuntu and subscribe to the following values:
• Caring and Supportive
• Ethics and Integrity
• Accountability and Transparency
• Commitment and Innovation

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Own values
Caring is defined as Feeling and
exhibiting concern and empathy for
others
I am someone who shows kindness and
concern for others. I am person who is
concerned about others and who does
kind things for them.
Supportive
Give help or assistance, or to hold
someone up.
As a husband I am supportive of my
wife’s career choice to become a child
psychologist specialist. She has
enrolled in University of Johannesburg.
Accountability
noun: accountability
1. The fact or condition of being
accountable; responsibility.
I am responsible for taking good care of
my family and paying for my two son’s
school fees.
Department values
Caring is defined as Feeling and
exhibiting concern and empathy for
others
The Department is keen at ensuring that
its public servants own homes by not
just renting but by having homes
registered in their names.
This shows that the Department is
concerned about their employees and
shows empathy.
EDTEA gives help or assistance to its
employees and the public at large.
Assistance to its employees
1. Managers motivate their staff to be
effective by ensuring that we have the
right tools to do our work and provide
on-going support especially when we
are under pressure and stress.
2.Support to the public
Capacity Building and Support section
consults with the clients and ensures
that helps and supports them with the
information they need.
It is important that when working under
the PWM section the employee must
accepts responsibility for own areas of
work, those of subordinates and other
employees in their absence.
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1.3 Section 195 of the Constitution, 1996, requires public administration to be
governed by democratic values and principles as contained in the
Constitution. What is the implication of each principle to your Department?
In terms of the Constitution of the South Africa Chapter 10 the public administration
must be governed by the following democratic values and principles:
 A high standard of professional ethics must be promoted and maintained.

 Efficient, economic and effective use of resources must be promoted.

 Public administration must be development-oriented-this principle implicates

that as the public servants we need to focus on issues such as public
resources and also look at the issues of climate change and underlying
causes and try to come up with ways on how to combat or how to adapt with
this issue because the climate continues changing every day.

 Services must be provided impartially, fairly, equitably and without bias- this
implicate that services must be rendered in an equitable manner and not in
manner which will favour your family members and those around you. For
example the distribution of job opportunities such as projects not to be
rendered to your family members and friends or to your ethnic group only but
to all members of the public regardless of race, gender, Age, Religion and
culture.

 People's needs must be responded to, and the public must be encouraged to
participate in policy-making.

 Public administration must be accountable.

1.4 Organisations, like people have values. To be effective in an organisation,

a person’s values must be compatible with the organisation’s values.
They do not need to be the same, but they must be close enough to
coexist. Otherwise ethical conflict within individuals will develop.
Describe the areas of ethical conflict for public sector employees. (LO3)
Gift-giving traditions
A gift giving tradition is the act or conduct of accepting gifts and hospitality by a
public employee from the public or client that influences their unbiased decision of
his or her duties. This can be related to bribery. It includes discounts on purchases,
theatre tickets, vacation trips, lavish meals, recreational equipment and liquor. Most
of the time gifts of this nature have no specific favours requested, as would be the
case with bribery, but are intended to create a generally positive tendency towards
the receiver. The code of conduct for public servants state that an employee should
not engage in any transaction or action that is in conflict with or infringes on the
performance of his or her official duties; nor should he or she use his or her official

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position to accept any gifts or benefits when offered, as they may be interpreted as
bribes. As I person I warmly accepts and give gifts to others whom I feel that they
are deserving of that particular gift. I do not feel like the gift should change their
decision or feelings that they have about me as a person. As an employee of the
public sector I have been taught not accept gifts from the public and accept that but
at the same time feel that this motion should be challenged and also see if it
practises the motion of Ubuntu. Most clients do feel the need of thanking the person
that went an extra mile in helping them but when their thoughts are rejected it feels
as if the person whom they are giving the gift to is looking down at them as feel they
are poor.

Personal conduct
This is the notion that a public employee’s personal life is government’s business.
This questions if I am entitled to the same privacy as other South African citizens. It
is reasonable to say that there are circumstances where my personal conduct,
outside work, may constitute conflict of interest. The first circumstance is when using
my office space for personal conducts or improperly. The second circumstance is
when one brings significant discredit to a particular the Department by requesting
application bribes.

Using inside knowledge and influence

The code of conduct for public servants does not allow an employee to use or
disclose any official information for personal gain or the gain of others. In many
situations a public employee can make access to inside knowledge a source of
potential profit. When reviewing documents, most application has information on the
company’s finances as well as sensitive information for production. The companies
also have information that show that they are not fully compliant with all the
legislations and this can be used by companies that there are competing with. Such
knowledge has significant financial and production implications for the developer. In
this case it is important to be become professional about this and not profit from it. It
is important that one avoids conflicts of interest by prohibiting themselves from
situations in which personal interests are involved.

Outside employment
Outside employment refers to the work or activity in which a person engages outside
normal working hours for additional remuneration. While such activity may be
conducted on a full-time basis, it usually involves part-time work and includes a wide
variety of activities such as working for a non-governmental organisation, running a
business, or consulting. Conflict of interest problems arise when outside employment
by public employees clashes with the performance of their official duties. For our
Department this could be demonstrated when an official opens consultant business
for environmental impact assessments. In this case the official will be closely linked
to the person who is reviewing their work and ensure that their applications are
approved. The official is more likely to improve their reports during office hours as
they have been corrected by the reviewing officer. The code of conduct for public

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servants does not allow public employees to use public equipment for their personal
work.

1.5. THE FOLLOWING REPORT WAS, HOWEVER, PUBLISHED IN THE

EASTERN PROVINCE HERALD OF FEBRUARY 2, 1999. (LO3)
QUESTIONS
• What are the key issues in the case? Why?
The head of the South African Communication signed a contract with a printing
company without following the official procedures for tendering that lead in a loss of
R1, 69 million. Mr Kotane stated that he did not have time to follow the state’s tender
board requirements.

• What do you think is the role of Mr Kotane’s wife in this case?

Mr Kotane’s wife could have assisted Mr Kotane during the tendering process,
maybe she could have disclose the confidentially company information that could
influence her husband in obtaining the tender, since she works in the same
company that was awarding the tender to Mr Kotane.

• Can time be accepted as an excuse for not adhering to the Code of Conduct?
No, time cannot be accepted as an excuse for not adhering to the code of conduct,
because the physical activity and exercise can contribute positively to the
development of individuals. It is a vehicle for physical, mental, personal, social and
emotional development. Such development is enhanced if the individual is guided by
an informed, thinking, aspiring and enlightened exercise professional operating
within an accepted ethical framework and timeframe as a professional

• Explain why ethical values and standards are important to the public sector.
Ethics are the rules that define moral conduct. Ethics in public administration are
important for good business conduct based on the needs of the country. Adhering to
ethics can be challenging. Ethics provide accountability between the public and the
administration. Adhering to a code of ethics ensures that the public receives what it
needs in a fair manner. It also gives the administration guidelines for integrity in their
operations.

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1.6. WHAT IS THE IMPORTANCE OF ETHICAL VALUES AND STANDARDS
WITHIN YOUR OWN DEPARTMENT AND WHAT ROLE DO YOU PLAY TO
ENSURE IT IS UPHELD. GIVE EXAMPLES.
Importance of ethical values between the employee and the State
An employee
 is faithful to the Republic and honours the Constitution and abides thereby in
the execution of his or her daily tasks;
It is important to be ethical when undertaking our daily tasks. In terms of the
EIA section there are Regulations that we follower. The constitutional right to
the Environment is also protected by the Department. Legislation that is
publicized by Government in terms of protection of the environment must be
adhered to. As an official that is working under the EIA section within the
Department I must ensure that when drafting and Environmental Authorization
there are measures that are in place that protect the Constitution Right of the
environment.
Relationship with the Public
An employee;
 has regard for the circumstances and concerns of the public in performing his
or her official duties and in the making of decisions affecting them;
 is committed through timely service to the development and upliftment of all
South Africans
 respects and protects every person's dignity and his or her rights as contained
in the constitution
Ethical values and standards include rules of how to interact with the clients. Ethical
values guide us as employees to take decision-making that are ethical. Decisions
that are taken in terms of the Environmental Authorization have to focus on the
concerns of the affected public. The public participation process allows the
community to voice their opinion on the proposed project. The Environmental
Authorisation has a section labelled Reasons for Decisions. The Reasons of
Decision look at the public and the need for the proposed development. The public
have a say in the development that affect them. When authorizing an EIA application
an employee must ensure that the project that is applied for uplifts the community
that it is located close to. Projects that will negatively affect the public are less likely
to be authorized. When authorizing we ensure that public dignity is also respected.
Relationship among Employees
An employee -
 co-operates fully with other employees to advance the public interest
These values and standards include rules of how employees interact with other
colleagues in the same department. Reviewing an application for Environmental
Authorization requires one to communicate with any official that has authorized a
same project. This gives one the insight of the possible issues that the application is
most likely indicate. Drafting environmental authorization is a team responsibility. A
number of officials that are responsible of the application must be able to interact

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and discuss the application to ensure that it meets the regulated timeframes to
provide decision on the application.
1.7. EXPLAIN THE IMPORTANCE OF EFFECTIVE TIME MANAGEMENT IN
PERSONAL AND WORK ENVIRONMENTS.
The time management can have a huge effect on your performance and productivity
in the workplace and in your personal life. Not only it will make you a more efficient
employee, but it will help you to meet your deadlines, produce better quality work
and develop yourself. This is hugely important if you want to be noticed at work and
take the next step in your career. Effective time management skills will make you a
much better employee, so it is crucial developing these skills as early as possible.
There are so many reasons why time management is important; it is one of the most
qualities that are required for the employees to have, and for good reasons.
Managers need to be to assess their workers’ productivity and make sure they are
getting the most out of their employees. Not only is it good for the company, but it is
also a skill that can be of benefit to the employees themselves.
As we all know time is money and it is so true. Everyone is given the same amount
of time in a day and it is up to you to make the best use of your time. If you waste
time at work, it means you are getting less work done, which in turn costs the
company money. The employers will want to get their money’s worth out of their
workers, so be sure to earn your wage by making the most out of your working
hours.
Effective time management will mean that you prioritise your tasks efficiently so that
you focus on most important and time pressed tasks first. The last you want is to
waste time on things that don’t matter and rush on things that don’t matter.
By focusing on priority tasks first you will also ensure that you meet deadlines and
deliver your work on time. If you have agreed to complete a job by certain time, then
you need to ensure that you deliver on that promise. If you don’t, you then potentially
lose out on important clients or even lose your job.
Having the right time management skills will make you a more efficient and
productive employee. That is because you are not wasting time on menial tasks and
you are completing your work in the quickest time possible. That does not mean you
rush your work and sacrifice quality, it just means that you are making the best use
of the time that you have been given.
Since you are prioritising your tasks effectively and not wasting valuable time, you
will be sure to produce higher standard quality of work. This is because you are able
to put all your focus into the task and give it all the time and attention it requires. As
you are not getting distracted by other things, or stressing about other things that
need to be done, you can produce the best standard quality possible.
When people are in a rush or pressured to complete work, they are more likely to
make the reckless decisions that haven’t been well thought out. When you manage
your time effectively, you also have more time to consider important decisions that
will allow you to make the best choice possible.

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 Eliminate procrastination; it is easy to get distracted by other things and put off work
when it is something that you do not really enjoy doing, or when you are not sure
how to confront a certain task. When you have a set schedule you know you have to
stick to, you can help to eliminate procrastination and face the task head on.
People often get stressed out when they feel they have too much work to do and not
enough time to do it. Not only will it waste a lot of time, but it can be
disadvantageous to your health. Health problems such as heart disease, depression
and obesity can be caused or worsened by the effect of stress. To avoid this have a
system in place that will allow your work to be completed on time.
Having a good time management skills is not only important at work, but it can also
have positive effect on life outside the office. The better you manage your time and
work, the better the more productive you are, which means you do not have to stay
late to get everything completed on time.
Taking control of your routine and schedule will help you avoid stepping into the
same traps that can have a negative effect on your work. By being more conscious
of the time you have and how long certain tasks should take to complete, you can
set yourself achievable targets that will allow you to stay on track. It means that you
are more likely to pin point the bad habits, such as wasting your time checking face
book, or avoiding the work you do not want to do.
If you make sure that you are managing your time as best as you can, then you can
help create a fair workplace where everyone is producing the same standard of work
and nobody is holding the team back. Employees tend to harbour resentment
towards those they feel they are not putting the same amount of effort into their work
as they are. This can be avoided by ensuring that all your workers are working to the
same volume or time based targets in order to be able to measure how well is
everyone progressing.
1.8 IDENTIFY YOUR TIME MANAGEMENT PROFILE
1
Date Time Activities Priority Time Actual KPI Outcome Improvement
Allocatio Time Area
n
20/08/20 7H20 Reach work & A 10Mins 20Mins Computer Positive None
switch computer
18 system
on, Checking
Emails
7H30 -7H45 Component A 15Mins 30Mins Emails Delegated None
meeting checked tasks
7H45 - 8H15 Prepare B 20 30 Draft Report Final Designed
Performance minutes minutes document template
Review
8H45 - A 1 & half an Two Submit a Positive None
10H00 hour hours final
document
10H30 - Inspection A 20 30 Inspection Furniture Training
11H00 minutes minutes report was
replaced
11H00 - Compile training & B 20 30 Skills Compile
11H30 Development minutes minutes Developmen training &
report t Developmen
t report

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 11H30 - Attend information A 1hour 1 and Attendance
13H00 session on half hour register
HIV/Aids
13H00 - LUNCH LUNC LUNCH LUNC LUNCH LUNCH LUNCH
14H00
H H
14H00 - Attend Staff A 2hour 2hour Attendance Resolution
16H00 Meeting register were taken

2
21/08/2018 7H20 Reach work A 08H00 08H00 Computer Positive None
&switch switched on
computer on
7H30 - Checking A 30Mins 08H30 Emails
7H45 Emails checked
7H45 - Compiling a A 30Mins 09H00 Checklist
8H15 checklist for compiled
the daily
tasks
8H45 - Signing for A 15mins 09h15 The key was
10H00 the state for the state
vehicle to go vehicle was
to the site obtained
10H30 - Went to A 45Mins 10H00 Reached to
11H00 Madadeni the site
for a site
visit
11H00 - The site A 1HR 11HOO Site
11H30 inspection inspection
was was
conducted conducted
11H30 - Driving to A 1H30Mins 2Hours30mins Reached the
13H00 Utrecht school
Municipality whereby the
where the presentation
presentation will take
will take place
place
13H00 - LUNCH LUNCH LUNCH LUNCH LUNCH LUNCH
14H00

14H00 - Returning A 1H30mins 14H00 The keys

16H00 back the have been
keys for the returned and
state the book has
vehicles and been logged
logged in the
kilometres
travel in the
log book

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 3
22/08/2018 7H20 Switch A Must
computer ensure that
check emails 1 hour 1 hour all
and respond instrument
on urgent s that will
emails be needed
Breakfast & for the day
Tea are located
close. All
items must
be on top
of the work
station
7H30 -7H45 -review A Must
proposed ensure that
application I
development understand
of culverts in the report
Madadeni and
7H45 - 8H15 -review A highlight all
proposed 4 hours 4 hours the
application concerns
development that I have
of culverts in noted in
Madadeni the report
8H45 - -review A
10H00 proposed
application
development
of culverts in
Madadeni
10H30 - -review A
11H00 proposed
application
development
of culverts in
Madadeni
11H30 - Check emails A Must proof
13H00 from 1 hour 1 hour read the
supervisor amended
- amend Draft Draft EA
Bridge Must re-
Upgrade EA send
and send to amended
Supervisor draft EA to
supervisor
13H00 - LUNCH LUNCH LUNCH LUNCH
14H00

14H00 - Check
16H00 comments on A 1hour 1hour Draft
the report 30 min 30 min comments
that was that are
being highlighted
reviewed in the
- draft report
comments on
a separate
document Plan for
-fill in status the next
sheet day
-Prepare for
the for the
following day.
- tidy up desk
-Switch off
computer
- Switch off
lights

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 4
23/08/2018 7H20 Reach work & A 10Mins 20Mins Computer Positive None
switch computer
system
on, Checking
Emails
7H30 - Component A 15Mins 30Mins Emails Delegated None
7H45
meeting checked tasks
7H45 - Prepare B 20 30 Draft Report Final Designed template
8H15 Performance minutes minutes document
Review
8H45 - A 1 & half an Two Submit a Positive None
10H00 hour hours final
document
10H30 - Inspection A 20 30 Inspection Furniture Training
11H00 minutes minutes report was
replaced
11H00 - Compile training & B 20 30 Skills Compile
11H30 Development minutes minutes Developmen training &
report t Developmen
t report
11H30 - Attend information A 1hour 1 and Attendance
13H00 session on half hour register
HIV/Aids
13H30 - LUNCH LUNC LUNCH LUNC LUNCH LUNCH LUNCH
14H00
H H
14H00 - Attend Staff A 2hour 2hour Attendance Resolution
16H00 Meeting register were taken

5
24/08/2018 7H20 Reach work A 10Mins 08h10
and computer
switched on
7H30 -7H45 Checking A 15 Mins 08h25
Emails
7H45 - 8H15 Attending the A 1H25 09H25 The
meeting with progress
my supervisor report
to discuss the compiled
progress of
work till it is
the end of the
week
8H45 - Signing for the A 15Mins 09h40 The keys
10H00 car to go to obtained
site inspection
10H30 - Driving to A 1H30 10H15 Reach the
11H00 Utrecht to the site
Site inspection
11H00 - The Site A 1HR 11H15 The site
11H30 inspection was inspection
conducted completed
13H30 - LUNCH LUNCH LUNCH LUNCH LUNCH
14H00

14H00 - Proceeding to A 1HR 2H15 The

16H00 Vukani monitoring
Sisebenze was done
Cooperative to -Clocking out
do monitoring of
Recycling
programme
- Switch off the
computer

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1.9 TRANSFER THE SCORE YOU GOT ON YOUR TIME MANAGEMENT SKILLS
IN MODULE 1 AND ASSESS YOUR OWN EFFECTIVENESS. WHAT DOES
SCORE SAY ABOUT YOUR OWN TIME MANAGEMENT SKILLS? (LO5)
I got a 48 score. This means that I have to improve my time management skills.

1.10 EXPLAIN THE IMPORTANCE OF GOAL SETTING AS A TIME

MANAGEMENT TOOL ACCORDING TO URGENCY, IMPORTANCE AND VALUE
TO THE INDIVIDUAL. (LO6)
All goals that are set should be timely, meaning that there is a set deadline attached
to the goal. This gives employees motivation to meet the goal within a certain time
period. It also provides the information needed to develop an action plan so that the
goal can be met within the stated timeframe.
The Importance of Goal Setting As a Time Management Tool
In any small business, setting goals and practicing time management techniques are
two necessary elements for success. Annually, at a minimum, small business
owners and managers should meet to determine the business goals for the
upcoming period. The business goals that are set should be SMART–specific,
measurable, attainable, realistic and timely. Time management comes into play with
the measurable and timely aspects of goal setting.
Provide Direction
Setting goals in a small business provides direction for everyone who is a part of the
business. When employees and managers are aware of the goals, it puts everyone
on the same page and working toward, the same outcome. By setting goals,
employees know where the bulk of their time each day should be focused. They are
better able to prioritize their workload based on the goals of the business, and
manage their time better while they are at work.
Meet Deadlines
All goals that are set should be timely, meaning that there is a set deadline attached
to the goal. This gives employees motivation to meet the goal within a certain time
period. It also provides the information needed to develop an action plan so that the
goal can be met within the stated timeframe. Employees will then be able to manage
their time better during the day as they have an action plan for each goal that will
guide their tasks throughout the work day.
Avoid Wasted Time
When goals have been set within the organization, it is less likely that employees will
be wasting time while at work. With a set number of specific goals, employees will
always have a task that can be done to work toward accomplishing the goals. This
can avoid times at work when employees are left wondering what should be done

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next. One major detractor from effective time management is dealing with time
wasters during the day. By having set goals in place, it is easier to effectively
manage all work time.
Manage Distractions
Employees are often faced with distractions during the work day from phone calls to
other co-workers’ personal issues that have been brought into the workplace. There
may also be smaller projects that are introduced or new projects that could possibly
improve the business. When the employee has a set plan with business goals to
follow, it helps to effectively manage their time. When a distraction arises, they can
easily review the goals of the business to see if working on that task will help to meet
the goals. If it will not, they can simply move on to a more effective task.
Improve Overall Business
A business that is focused on goal setting, action plans and time management
techniques for employees is likely to be more effective in the industry. Time will not
be wasted on tasks that do not contribute toward the overall goals of the business
while employees will be focused on what needs to be done to ensure success. By
managing all working hours of the business, the business can improve productivity
as well as the bottom line of the small business. by Leigh Anthony
Examples of Personal Goals for Work
For the current or aspiring entrepreneur, the process of setting goals can serve as a
blueprint and a method of motivation for success. Owning a business can provide
the vehicle to achieving personal goals, including accumulating wealth or becoming
the first to reach specific accomplishments. To help you clarify your particular work
or business goals, some examples may stimulate your thought process.
Time Goals
Work and business goals can include a time element. For example, when your
business is still in the planning stage, your goal may be to have your business idea
operating within six months. Your time goals could also relate to the growth of your
business, such as becoming the largest car dealer or dry cleaner within a five-year
period. Ambitious goals will help create the drive to get there, but be careful to not
set unrealistic timetables for yourself.
Education Goals
Your personal goals may include reaching certain educational or professional
development plateaus that can aid you in your business venture. If you're a public
accountant, your goal may be to pass the CPA exam. If you're a paralegal at a small
law firm, you may involve pursuing a law degree at night so you can become a
practicing attorney at the firm, and eventually, a partner. Online courses have greatly
expanded the opportunities and flexibility for advancing your professional education.

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Personal Income
Goals can relate to personal income. You may have a specific income level you want
to reach after each of your first five years in business. If you're a commissioned sales
person, you might want to reach a specific level of commission or a number of units
sold by the end of the year. You could also look to increase sales by a certain
percentage for each year you're in business.
Being First
Your goal may be to become a business pioneer. For example, you may wish to
become the first female doctor in your town or the first to open her own construction
company. You could also strive to be the first to operate a specific type of business
in your area, such as a gourmet coffee shop, luxury car dealership or upscale
restaurant. Seek out stories of other pioneers who have successfully broken barriers,
as they can be an inspiration to your own efforts.
Developing Product
If you work for a product manufacturer, you may have your own ideas how to make
the product or process better or for a new product that is currently not on the market.
Your goal may be to invent and patent the product, and market it on your own by
starting your own manufacturing business. by Chris Joseph; Updated June 30, 2018
1.12 ANSWER THE QUESTIONS IN ACTIVITY 1.5 ON PAGE 36 OF MODULE 1
AND ATTACH A WORK PLAN BASED ON THE CASE STUDY. ALSO INDICATE
PRIORITIES, DELEGATIONS AND TO-DO LISTS. (LO7)
NO. Time Activity Priorit Time Time KPI Outcome Intervention
y Allocated Completed
1 7:30 Delegation of A 15 7:45 1
minutes
tasks
2 7:45 Amend and A 2 hours 9:45 Finalised Successful
Finalise the report
procurement of
IT equipment
(before end of
day)
3 9:45 Complete order B 15 10:00 Completed Successful
for office printer minutes form
4 10:00 TEA A 15 10:15
minutes

5 10:15 Prepare for B 30 10:45

performance minutes

review
6 10:45 Address A 15 11:00
enquiry still not minutes

delivered by
company X

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7 11:00 Compile A 30 11:30 Completed Successful
training and minutes report
development
report
8 11:30 Performance B 1 hour 12:30 Minutes,
review meeting attendance
register
9 12:30 LUNCH (PICK A 30 13:00
UP CHEQUE minutes

BOOK)
10 13:00 Visit IT B 30 13:30
Directors office minutes

for office desk

damages.
Follow the
matter up with
transport
company
11 13:30 Follower up A 15 13:45
meeting on the minutes

delegated tasks
12 13:45 Prepare for A 15 14:00
staff meeting minutes

13 14:00 Staff meeting A 2 hours 16:00 Minutes Successful

and
attendance
register

NO. Time Activity Priority Time Time KPI Outcome Interven

Allocated Complete tion
d
1 7:45 C 30 8:15 Quotation Successful
Obtain quote for minutes obtained
purchasing of office
chairs (P1)

Order stationary (P2) Order

Successful
completed
2 10:00 15 10:15
minutes
3 11:30 HIV/AIDS information D 1 hr. 12:30 Agenda
session (P1& P2)
4 12:30 LUNCH 30
minutes
5 13:00 Meet with company Z C Minutes Successful

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 1.13 INDICATE HOW YOU WILL ENSURE THE WORK PLAN IS IMPLEMENTED
EFFECTIVELY. (LO8)
 Communicate the work plan to everyone in my section.
 Involve my team in the development of the plan
 Assign my team clear goals that tap into their strengths.
 The team must create the action items to support their assigned goals.
https://onstrategyhq.com/resources/managing-performance

1.14. TAKE YOUR TIMEMANAGEMENTQUESTIONAIRE AND YOUR DAILY TIME

LOG TO DETERMINE YOUR IMPROVEMNET AREAS.DEVELOP PERSONAL
IMPROVEMENT GOALS AND SAY HOW YOU ARE GOING TO SOLVE. (LO8)

LIST YOUR IMPROVEMENT AREAS

Problem Area SMART Objective How are you going to do What will be the end result?
it?

1. Plan for the week ahead. My work to be well By developing weekly itinerary Time log for the week developed
planned

2. Do tasks in order of importance Prioritisation of tasks By having a to do list and To do list compiled
prioritise my tasks

3. Keep a daily diary and use it. Being organized By writing all my daily tasks Meeting deadlines

4. Try to do more than one job at the To meet my targets. By being able to multi task Meeting deadlines on time
same time.

5. Spending more time than To improve my performance By avoiding the time wasters Meeting my deadlines on time and
necessary on the telephone reduce stress

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MODULE 2
2.1 DESCRIBE THE MANAGEMENT ACTIVITIES INVOLVED IN RUNNING A
SUCCESSFUL ORGANISATION. (LO9)
Hiring
Hiring is the first managerial activity that leads to a successful organization which is
a well thought out hiring process. By hiring the right type of employees at the right
times, as a manager you can eliminate a great deal of negative outcomes right off
the bat. If you know that your organisation cannot afford to hire inexperienced
workers, hire those that you know they have more expertise in the field.
Firing
Firing is another activity that managers in a successful organization must be
prepared to perform. Often feared functions, firing and disciplining underperforming
employees is a task only necessary and free up the funds for new experienced
employee. In order to discipline or terminate employees effectively, keep careful
documentation and witness’s account of any issues that led to firing.
Supervising
The managers must provide the right amount of supervision. Management provides
either too little or too much supervision to have employees be effective in their jobs.
Too little supervision may fail important employee objectives to be completed. Too
much supervision may lead to workers feel harassed and may possibly seek other
employment. A savvy manager understands which employees need more
supervision than others, and just adjust supervision accordingly.
Motivating
Motivating your employees should be the crucial objective in any thriving
organization. In an underperforming organisation, employees morale is likely to
suffer, good managers should know how to raise it maybe through some incentives
and certificates of appreciation because everyone would have love to be appreciated
in whatever that is good that is doing. Fostering friendly relationship with employees
often goes a long way in improving their work quality, as they are likely to see
managers as more of associates whom they can approach for assistance. As a
manager be careful to keep your relationship professional, however getting too
personal with an employees can cause its set of problems.
Know your customers
Successful organisations are always oriented towards their customers and you as
the manager should be also, because if you know your customers, you can adapt
your services accordingly and lead your organisation towards success. Take every
chance you get to consult with your clients and ask them questions about your
services and listen to them.

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Know your services
If you want to manage your company successfully, you have to know the ins and
outs of your company, for example, you have to know what company does, things
like what kind of services your company offers to whom.
Know your company and its processes
Review everything you can find written about your organizational structure and its
processes, then talk to your employees, first to the head of other sections and if
necessary afterwards to individual employees from specific sections or department.
Prepare a business plan
Your starting point you need to know where you want your company or organisation
to be and how is your company going to get there. This can help to get the bigger
picture and concentrate on those activities that bring you both and your company the
best results. Use the term business plan loosely because you don’t need to write
lengthy documents.
Monitor and control
One of key aspect of being a manager is the fact that you need to know, where you,
your colleagues and company are at any point in time and if you know your position,
you can act accordingly and if you don’t you are most likely to make the wrong
decisions. Define what kind of reports you want to receive and how often you want to
receive them.
Decide and act
The key assignment that you took with your management position are decisions, this
is also the main decisions between top management and others. Remember the
higher you are, the more you need to decide and avoid to stall your decisions for too
long and stay undecided. Keep it in mind that you can always take the decision to
keep the status qou for certain period of time and review your decision again after
that time.
Controlling, Monitoring and Evaluating
As a good manager you need to monitor the organizational goal fulfilment,
monitoring the progress is essential to ensure that the goal has been achieved.
Controlling is measuring, comparing and finding deviation and correcting the
organizational are performed in achieving the goals of an organisation.
Leading and managing the people
The skill of influencing people for a particular purpose is called leading. Leading is
considered as the most important and challenging activity in managerial activities. It
is required as it helps to serve the objective of effective and efficiency by changing
the behaviour of employees. The functions of direction, motivation, communication
and coordination are considered as part of leading process.

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2.2 EXPLAIN THE BASIC ACTIVITIES INVOLVED IN THE MANAGEMENT
PROCECC. (LO10)
There are four basic activities involved in the management process, which are:
• Planning and decision making
• Organizing
• Leading
• Controlling
Planning and decision making
This activity is looking ahead into the future and predicts possible trends which are
likely to influence the working situation and is the most vital quality as well as the job
of a manager.
Planning means setting goals and deciding how best to achieve them. The plan
helps in maintaining the managerial effectiveness as it works as a guide to the
personnel for future activities.
Planning involves selecting missions and objectives and the actions to achieve them,
it requires decision making. For a manager, planning and decision making require an
ability to foresee, visualize and look ahead purposefully.
Organizing: Coordinating activities and Resources
Organizing can be defined as the process by which the established plans are moved
closer to realization. Once a manager set goals and develops plans, the next
managerial activity is organizing human and other resources are identified as
necessary by the plan to reach the goals.
Organizing is determining how resources and activities are to be assembled and
coordinated.
Organizing is that part of management that involves, establishing an intentional
structure of roles for people to fill in the organization. It is intentional in a sense of
making sure that all the tasks necessary to accomplish goals are assigned to people
who can do then best. The purpose of organization structure is to create an
environment for best human performance. The structure must define the tasks to be
done. The rules must be designed in the light of abilities and motivations of the
people available.
Staffing is related to organizing and involves the filling and keeping filled, the position
in an organization structure. This can be done by determining the positions to be
filled, identifying the requirement of manpower, filling the vacancies and training
employees so that the assigned tasks are accomplished effectively and efficiently.
Basically organizing is deciding where decisions will be made, who will do what jobs
and tasks, who will work for whom, and how resources will assemble.

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Leading: Managing and motivating people
Leading is influencing or prompting the member of an organization to work together
with the interest of the organization or to achieve the same goal. Leading involves a
number of functions such as direction, communication, coordination and motivation.
The coordination is regarded as the essence of manager ship for achieving harmony
among individual efforts towards accomplishing group targets. Motivating is an
essential quality for leading. Motivation is the function of management process of
influencing people’s behaviour based on the knowledge of what cause and channel
sustain human behaviour in a particularly committed direction.
Controlling: Monitoring and evaluation of activities
Monitoring the progress is essential to ensure the achievement of organizational
goals. Controlling consists of activities such as measuring the performance,
correcting the deviations and comparing the existing standard and finding the
deviations. Some means of controlling, like the budget for expenses, inspection
records, the records of labour hours lost, are generally familiar. Controlling is the last
but not the least important activity or function of management function process.
All the management functions are inter- related and cannot be skipped. The
management process designs and maintains an environment in which personnel‘s
working together in groups accomplish efficiently selected aims.
https://iedunote.com/function-of-management-process

2.3 IDENTIFYING AND EXPLAINING THE MAIN TASKS REQUIRED OF

MANAGERS

1. Coaching
One of the most important management tasks is coaching. A Manager must be a
person that shows their subordinate or team members the right direction where the
organization will need to go.
2. Planning
Managers are persons who plan the future of the company so; planning becomes
one of the most important management tasks. Planning is one of the management
functions and one of the most important everyday tasks of the managers.
3. Motivating employees
Employees must be motivated to acquire best results from them. Managers must
optimize motivational processes and maximize employees’ working performances.
Managers must motive their subordinates when they are conducting their daily tasks.

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4. Organizing
Organizing is a managerial function moves established plans to realization.
Organizing is a management task that makes all organizational differentiations to
work as one whole – the company.
5. Controlling
Managers must be able to monitor the organizational progress towards the
developed goal.
Managers must measure, compare, find deviation and correct their subordinates
work to be in line with the organizational goals or objectives.
6. Delegation
Successful managers know how to delegate the right tasks to the right people.
Delegating tasks to team members is something that differentiates successful
managers from the average and below average executives.
The delegation process is a combination of different knowledge and experience that
will bring better accomplishment of the tasks.

2.4 DESCRIBE A SITUATION IN WHICH YOU HAD TO MAKE A DECISION AT

WORK.
I had to draft an Environmental Authorization for a Bridge Upgrading.
2.4.1 WHAT TYPE OF DECISION WAS IT?
Programmed decision
2.4.2 WHAT PROCESS DID YOU FOLLOW TO COME TO THE DECISION?
The draft Authorization had to be reviewed by my direct supervisor, after he had
made changes. We had to submit it to the District Manager for review and approval.
2.4.3 HOW SUCCESSFUL WAS THE IMPLEMENTATION OF THE DECISIONS?
It was successful
2.4.4 WHAT LESSONS DID YOU LEARN FROM THIS PROCESS?
Work decisions are a process and they take time. One must be prepared to
negotiate to ensure that a positive decision is taken.

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 MEC: Mr Zikalala

HOD: Ms Ncapayi

office of the HOD Chief

Director: Ms B. Mapisa

CD: Tourism Development

Intergrated Economic Sector Development & CD: Economic Planning CD: Environmental Branch: Administartion
Development Acting
Development Acting DDG Business Governance DDG Cheif Director Management Vacant
Director

District Manager:
Mr Nkosi

Control Control Control Control Control

Environmental Environmental Environmental Environmental Environmental
Officer: CME: Mr Officer: Planning: Officer: EIA: Mr. P. Officer: Advisory: Officer: PWM: SE
Nkosi Mr TTI Gambu Moodley Ms N Sibiya Mgaga

Production Production
Production
Environmental Environmental
Environmental
Officer: PWM: X Officer: PWM: KN
Officer: EIA
Ngobese Makhanya

Intern Intern

23 | P a g e
2.5.1 ANALYSE THIS ORGANOGRAM WITH SPECIFIC REFERENCE TO THE
MANAGEMENT FUNCTIONS AND TASKS OF EACH LEVEL.

There are different levels in the District. The main tasks and functions are listed on
the left column and their levels are on the right column of the table below. Control
Environmental Officers manage the task of Production officers that they are
supervising. In Amajuba District we have District Manager and five Control
Environmental Officers. Their tasks are to manage, plan, and ensure the task of the
Production staff that they supervising.

Management Tasks and Functions

Control Environmental Officer: PWM: Manage the development and implementation of a

provincial integrated waste management plan
Ensure the processing of applications for
Authorisation/ permit/ licences related to pollution and
waste management

Control Environmental Officer: Planning: Ensure integration of environmental management

considerations in Provincial Planning frame work
Promote and facilitate the development of a
cooperative environmental governance framework
Control Environmental Officer: Advisory: Ensure the promotion and facilitation of integrated
environmental management
Co-ordinate and facilitate the promotion of
environmental rights and awareness
Control Environmental Officer: EIA: Management of EIA process, including development of
Record of Decision, Conditions of authorisation and/
exemption.
Management and dissemination of information and
technical / procedural advice relating to impact
management

Control Environmental Officer: CME: Plan, coordinate and render compliance monitoring
Participate in compliance enforcement operations

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2.5.3 RATE YOURSELF ON EACH THESE FUNCTIONS AND TASKS USING THE
FOLLOWING PROFICIENCY SCALE:
Function Task Level
Proficiency Rating
Description
Manage waste- Conduct registration, Proficient 2 Demonstrates a sound
level of understanding
related information compliance monitoring
of the particular
or data verification (in competency to
and ensure the
adequately perform
terms of the National
integration of waste related tasks,
Waste Information practically without
management guidance. Work
Regulations, 2012) at
activities are
considerations in SAWIS waste performed effectively
planning initiatives within quality
management facilities
standards.
within the district

Written comments on
Review applications
an application for
for environmental
authorisation
authorisations and
waste management Conduct Site
applications once Inspection Report
finalised and monitor

Draft Environmental
Authorisation
Respond to waste- Compile written Proficient 2 Demonstrates a sound
level of understanding
related or pollution response to EIA
of the particular
Enquiries competency to
complaints and
adequately perform
incidents related tasks,
practically without
guidance. Work
Conduct site
activities are
visits/meeting/GIS performed effectively
within quality
Verification in
standards.
response to enquiry
(own allocation)

Review documents
Provide
(includes EMPrs, EIA
technical/procedural documents managed
advise by National DEA and
other mandates)

Strategic objective: To
mitigate environmental
impacts and promote a

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 safe and healthy
environment

Indicator

Provide support and

liaise with other
sections/components
within the Department
write advise on the
2014 EIA Regulations
Perform all Develop a weekly Plan Proficient 2 Demonstrates a sound
level of understanding
administrative and of the particular
Compile monthly competency to
administrative
adequately perform
reports by the 5th of the
functions related tasks,
month practically without
guidance. Work
activities are
performed effectively
within quality
Submission of NEAS
standards.
reports

2.5.4 COMPILE A DEVELOPMENT PLAN FOR THOSE AREAS YOU NEED TO

IMPROVE.

Psychological Maturity
Task Maturity
(Attitude, willingness
(Knowledge and skill
DUTIES to engage in the task, Maturity-level Leadership style
regarding the
openness to guidance,
task. Experience)
etc.)

Conduct Pre- High Willingness M3 Participating

Application
Meetings

Compile written High Willingness M3 Participating

response to EIA
Enquiries

Conduct Site High Willingness M3 Participating

Inspection Report

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2.6 EXPLAIN THE PRINCIPLES OF SITUATIONAL LEADERSHIP.

Situational leadership is a style of leading that was developed and studied by

Kenneth Blanchard and Paul Hersey. Situational leadership refers to the act whereby
the leader or manager organization have to change their style of leading to fit in with
the level of their subordinates with the purpose to influence them. In this case, a
leader in a situational leadership must change their style, not his subordinates. The
leader’s style changes continually to meet the needs of his subordinates based on
the task given.

In some instances the leader must be the one who makes decisions and inform
others in the organization. This style of leadership is also referred to as micro-
management. The leader is involved with subordinates and he closely supervises
ground staff. This is a top-down approach and the employees simply do exactly what
they are told.

Sometimes, the leader is still very involved in the day-to-day activities. The decisions
making is still the responsibility of the leader, but, all employees are require to input
is requested have an opinion prior to the decision to be implemented. With this style
of situational leadership, employees are still supervised but it is in more of a
coaching manner rather than a management manner.

In the participating and supporting style of the situational leadership more

responsibility is on subordinates. The leader does give some direction, but ultimately
the decision is taken by the employees not the leaders. The function of the leader is
to give feedback and to optimise the employee’s confidence. The leader motivates
and praises the employee when credit is due and gives feedback for the tasks
completed. Those who work well under this style of situational leadership have the
necessary skills but lack the confidence or motivation to achieve them.

Delegating is the situational leadership style where the leader is involved with the
employees. The employees are responsible for choosing the tasks and the directions
they will take. Although the leader may still be involved for direction or feedback
purposes, it is on a much lower level than with other situational leadership styles.
With this style of leadership, the employees know their role and perform it with little
supervision required.

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2.7 Explain the levels of development used in situational leadership.
The right leadership style will depend on a person or a group being led. The
Hersey-Blanchard situational leadership theory identified four levels of
maturity M1 through M4

Maturity Levels

High Moderate Low

M4 M3 M2 M1
Very capable and Capable Unable Unable and insecure
confident but but
unwilling confident

 M1- they lack specific skills required for the job in hand and unable and
unwilling to take responsibility for this job or task.
 M2- they are unable to take responsibility for the task being done, however,
they are willing to work at the task. They are novice but enthusiastic.
 M3- they are experienced and able to do tasks but lacking the confidence or
the willingness to take on responsibility.
 M4- they are experienced at the task, and comfortable with their own ability to
do it well. They are able and willing to not only do the task, but to take
responsibility for the task.
2.8 A LEADERSHIP STYLE SHOULD BE CHOSEN, AND MUST
CORRELATE WITH THE WORKER'S LEVEL OF MATURITY. CHOOSE ONE OF
YOUR OWN SUBORDINATES TO WORK WITH AND DO THE FOLLOWING
EXERCISE: (LO14, LO15, LO16)
 WRITE DOWN THIS PERSON'S MAIN RESPONSIBILITIES IN THE FIRST COLUMN.

 THE SUBORDINATE'S JOB MATURITY AND PSYCHOLOGICAL MATURITY (WILLINGNESS) FOR

EACH TASK IS INDICATED (IN TERMS OF 'HIGH', 'AVERAGE' OR 'LOW') IN THE SECOND AND THIRD
COLUMNS.

 INDICATES THE SUBORDINATE'S COMBINED LEVEL OF MATURITY (M1, M2, M3 OR M4)

REGARDING EACH TASK IN COLUMN 3.

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RESPONSIBILITIES JOB MATURITY PSYCHOLOGICAL LEVEL OF MATURITY
MATURITY
Evaluate Environmental unable to do the task D2 - Low competence M2: unable to do the
Authorization Application but willing to do so and high commitment task but willing to do so

Provide technical/procedural unable to do the task D2 - Low competence M2: unable to do the
advise but willing to do so and high commitment task but willing to do so

Perform all administrative and competent to do the D3 - High competence M3: competent to do
administrative functions task but does not think and low/variable the task but does not
they can commitment think they can

2.9 DESCRIBE THE PROCESS THAT YOU WILL USE TO IMPLEMENT

SITUATIONAL LEADERSHIP IN YOUR DEPARTMENT/ DIRECTORATE/
SECTION? (LO17) NB: LOOK AT THE GUIDELINES THAT ARE GIVEN WITH
THE LEARNING OUTCOME (LO17).

The principle is that as the manager you must use the different styles depending on
the situation. The model allows you to analyse the needs of the situation you are in,
and then use the most appropriate style that fits your situation.

Assess tasks and priorities

Firstly, assess tasks and a priority, outlining the most important task is a key
consideration in the selection of right style. If tasks are more repetitive and
production oriented, a manager may take on a more directing role. If tasks involve
selling, you as a manager you may take on more of a coaching role.

Assess Employee Readiness

The level of readiness and maturity of your employees has a greater impact on your
style selection. Readiness includes being confident, skilful and have qualities to
perform the necessary tasks. The more ready your employees are, the less hands-
on your leadership involvement need to be. But with inexperienced employees you
need to be actively involved.

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Style Selection
Based on combination of tasks and readiness, you have to select the best matching
leadership style. You can select Telling or directing, selling or coaching, participating
or supporting and delegating depending in the situation that you are in. Directing is
more hands on, Selling and coaching is commonly used in the employee
development and delegation is used in knowledgeable employees and desire to
maintain high morale.

Review Performance
A leader should always take the time to assess her performance over a course of
time, during the project and following the task. This analysis allows you to gauge
whether you effectively prioritized the tasks and accurately assessed the
preparedness of your workers to perform them.

30 | P a g e
MODULE 3
3.1. ANALYSE THE FUNCTIONS OF YOUR DEPARTMENT, I.E. ITS MANDATE
IN TERMS OF THE CONSTITUTION.
Environmental Services is mandated in ensuring the protection of the environment
and conservation of natural resources, balanced with sustainable development and
the equitable distribution of the benefits derived from natural resources. The
Directorate is guided by its constitutional mandate, as contained in section 24 (1.
The right to an environment that is not harmful to human health or well-being
(Section 24 (a)) 2. The right to have the environment protected (section 24 (b)) of the
Constitution of the Republic of South Africa.

3.2 WHAT IS YOUR DEPARTMENT’S VISION?

VISION
Attainment of a radically transformed, inclusive and sustainable economic growth for
KwaZulu-Natal

3.3. IDENTIFY AND ANALYSE THE MAIN BUSINESS FUNCTIONS OF YOUR

DIRECTORATE/SECTION. HOW DOES THIS RELATE TO THE VISION OF YOUR
DEPARTMENT?

Functions of my section
1. Manage the facilitation, Implementation and coordination of the EIA process
2. Manage and provide technical and procedural advice
3. Ensure internal co-operation liaison and support
4. Perform Administrative functions

How functions relate to the vision of the Department

Reviewing applications for environmental authorizations and associated documents
and draft environmental authorizations once final information has been received
leads to authorizing the proposed development. Ensuring that development is
sustainable will result in sustainable economic growth as all development have
positive economic impact.

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3.4. WHAT OTHER DEPARTMENTS OR ENTITIES HAVE A ROLE TO PLAY IN
THE ACHIEVEMENT OF YOUR DEPARTMENT’S VISION? EXPLAIN.

 Department Of Economic Development

 Tourism department
 EKZN Wildlife
 WWF
 WESSA

Because we all working toward the same goal which is the conservation of the
environment and also economic development through job opportunities creation. The
more the environment is conserved the more the tourists come to our beautiful
country or to our Province ( KwaZulu Natal), the more the economy will grow.

3.5. WHAT RESPONSIBILITIES DO YOU AND YOUR COLLEAGUES HAVE AS

EMPLOYEES TO ENSURE THAT RESOURCES ARE USED TO BEST
ADVANTAGE OF THE PEOPLE OF SOUTH AFRICA? GIVE EXAMPLES.

 As a government official I must be is polite, helpful and reasonably accessible in

dealings with the public, at all times treating members of the public as customers
who are entitled to receive high standards of service;
In my section I deal with enquiries from the public pertaining development and the EIA
Regulations. The people that come to my office most of the time are not happy to hear
about the EIA Regulations as the feel as if it’s a way that government uses to stop them
from developing. Even though I am highly likely to receive a client that will not be happy
to see or listen to me but I still have to be polite and helpful to them as this is my
responsibility as a government official.

 As a government official I must be committed through timely service to the

development and upliftment of all South Africans;
Working under the EIA section one has to show commitment in their work. An application
for an environmental authorization and reports takes around 3 months to complete and often
it is a development that you are not familiar with. As a reviewer I have to do research about
the potential impacts of the development as its nature to ensure that all the information that is

32 | P a g e
in the report is there. Without commitment in the EIA section most applications will be
authorized without the understanding of the project and in time will have negative impacts
that were not anticipated but were mostly likely to be seen if research was done on the file.
The EIA process also uplifts our communities as the gain an opportunity to put forward their
views about a proposed development. In this way they are most likely to know all the impacts
that the development is likely to have on them. Moreover should the development continue
that community is likely to gain jobs from it.

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