Business Studies Memo 1 (English)

November 2016 — Grade 12 / Matric — Business Studies

Memo 2016 Grade 12 English Business Studies Hub →

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🎯 300 marks 📄 48 pages 📝 131 items found 📚 5 topics

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14.4.1If the number of facts are specified, questions that require candidates to describe/discuss/explain may be marked as follows: Fact 2 marks (or as indicated in the memorandum\ Explanation 1 mark The

14.4.2If the number of facts required is not specified, the allocation of marks must be informed by the nature of the question and the maximum mark allocated in the memorandum ONE mark may be awarded for answers that are easy to recall, requires

15.10.1Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers.

15.10.2With effect from November 2015, the TWO marks will not necessarily appear at the end of each completed sentence. The Product de velopment is a growth strategy/ where businesses aim to introduce new products

15.11With effect from November 2017, the maximum of TWO (2\ marks for facts shown as headings in the memo, will not necessarily apply to each question. This would also depend on the nature of the question.

Q1— Section header —

1.1.4

1.1.10(10 x 2\ (20\

1.2nterview

1.2.2reference

1.2.3CCMA

1.2.4ronting

1.2.5dismissed (5 x 2\ (10\

1.3.5(5 x 2\ (10\ TOTAL SECTION A: BREAKDOWN OF MARKS

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1.3TOTAL 2016

Q2— Section header —

2.1Provisions of the Basic Conditions of Employment Act (BCEA\ Overtime Working hours Meal breaks and rest periods. Leave conditions Working on public holidays Legal requirements of the e

2.2Role of SETAs Allocate grants to employers, education and Pay out grants to companies that are complying with the requirements of the Skills Promote Register learnership agreements Provide

2.3Consumer rights

2.3.1Right to return goods/have goods replaced/claim a refund/fair value/good quality and safe products

2.3.2Right to privacy confidentiality

2.3.3Right to fair/honest dealings/responsible marketing/ promotion

2.3.4Right t accountability from suppliers

2.3.5Right to fair/j ust/reasonable terms/conditions /disclosure (5 x 2\ 2016

2.5Business sectors Business environments

2.5.1Motivation manufactures bricks Sand & Stone is a supplier Sector (2 Motivation (1 Max (3\

2.5.2Classification of challenges and the extent of control NOTE: Do not award marks for business environments and extent of control if they are not linked to the

2.7Ways in which to apply BBBEE pillars

2.7Enterprise development Businesses should invest /support black own SMME Contributions may be monetary monetary Monetary contribution could include offering SMME interest

2.7Management Appoint black people in senior e Ensur black female Ensur that black people are involved in decision making

2.7.3Preferential procurement upport suppliers with Identify black owned suppliers that are able to supply Develop business skills of small/black owned suppliers, e.g. sales, legal advice Support the

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2.7.3TOTAL 12 2016

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3.1Insurance Insurance refers to cover for a possible event that may cause a specified loss/ damage. An agreement whereby the insurer undertakes to indemnify the insured in the event of a specified loss/damage

3.4.3tter investment option Tshidi investment option/ flexi deposit account/ An investment on c ompounded/

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3.7.2TOTAL

Q4— Section header —

4.1Causes of conflict in the workplace Differences in backgrounds/cultures/values /beliefs/language Diff erent opinions Unfair orkload

4.2.1Diversity issues DIVERSITY ISSUES MOTIVATION Gender /Inequality EP employ more males than females Disability /Physically

Q4— Section header —

4.2.2, allocate full marks for recommendation. ax (8\

4.3How to p romot cultural rights in the workplace Provide the environment in which employees are free to use their own language ncourage employees Allow employees to provide

4.5Social responsibility

4.5.1ays of dvancing the well being of employees MCC p rovide s subsidised Provides

4.5.2Other ways of contributin to the well being of the employees MCC should improve the general quality of life of employees, e.g. pay fair Start a nutritional programme so that employees

Q4— Section header —

4.6Stages of team development

4.6.1Storming (2\

4.6.2Performing (2\

4.6.3Forming (2\

4.7Negative impact of Corporate Social Investments (CSI\ communities Businesses are not always equippe to address social problems /challenges Communities can avoid taking responsibility for themselves , because they

4.8Strategies to deal with abuse of work time Code of conduct/ethics should be signed by all employees so that they are aware of Monitor employees ensure that tasks are completed. Structure working hours in such a way that employees have free/flexible time for

Q4— Section header —

4.8TOTAL

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5.1Recruitment

5.1Job analysis COMPONENTS EXAMPLES Job description The receptionist is responsible for making book ings and arranging transport for guests.

5.1.2Motivation The p Identification Motivation Max (3\ 24 2016

5.1.3Role of the interviewee/ applicant during the interview /and be assertive Ask clarity seeking them Any other relevant answer related to the rol e of the interviewee /applicant

5.2Screening Check application documents against the requirements of the job. Candidates who meet the minimum requirements are separated from others. Do background/credit/reference

5.3Benefits of a good quality management system Business has a com Increased mark et share /more customers improves profitability , as there is less defects /returns.

5.6Total client customer satisfaction (2\ Motivation The marketing department conducted customer surveys to analyse the needs of customers

Q5— Section header —

5.6TOTAL

Q6— Section header —

6.1Business legislation

6.1.1Compensation for Occupational Injuries and Diseases Act, 1993 (Act 130 of 1993\/ Compensation for Occupational Injuries and Diseases Amendment Act, 1997 (Act 61 of 1997\ NOTE: ccept COIDA/ Compensation for Injuries and Diseases Act

6.1.2Discriminatory actions Employers who bribe prevent employees from report ing Providing f alse information about previous

6.2Strategic management process OPTION 1 Have a clear vision, a mission statement and measurable/realistic objectives in Identify opportuniti es/weaknesses/strengths/threats environ mental Tools available for environmental scanning

6.3Types of compulsory insurance Unemployment Insurance Fund/ Road Accident Fund/ RAF Road Accident Beneficiary Scheme/ RABS Compensation for Occupati onal Injuries and Diseases Fund

6.4Investments

6.4RSA Retail Savings bond /Government Retail Bonds (2\

6.4(2\ 30 2016

6.5Differences between a private and public company PRIVATE COMPANY PUBLIC COMPANY Financial statements must be necessarily Does not need to publish a pros The company is not required to subscription/ Must raise a minimum subscription

6.6Strategies that deal with difficult personalities

6.6.1Aggressive Allow them time to speak and blow off some steam/aggressiveness Be firm, but do not confront Any other relevant answer related to strategies that could be used when handling

6.6.2Complainer Listen to the compla ints but do not acknowledge them Interrupt the situation/move to the problem solving process as soon as Any other relevant answer related to strategies that could be used when

6.7Char acteristics of successful teams Successful teams share a common goal as team members are part of the process Share a set of team values and

6.10Ways in which TQM can reduce the cost of quality Introduce quality circles to discuss ways of improving the quality of work /workman ship Schedule activities to eliminate duplication of tasks. Share responsibility for quality output

Q6— Section header —

6.10TOTAL TOTAL SECTION B: 180 33 2016

Q7— Section header —

7.1Introduction Businesses need to identify/develop and implement business strategies to improve performance/respond to challenges presented by business environments. Intensive and defensive strategies enable business to solve the

7.2Porter s Five Forces

7.2.1Power of suppliers obtain/ The smaller the number of suppliers, the more powerful they may be as the quality of products/services/reliability/ability to make prompt deliveries Any other relevant answer related

7.2.2Power of buyers Buyers are the final users Buyers buying in bulk can bargain for prices in their favour. The business must assess how easy it is for buyers/customers to drive prices This will depend on the number of buyers

7.2.3Power of competitors/Competitive rivalry on the market of the If competitors have a unique product/service A business with many competitors in the same market has very little power in their Businesses must draw up a competitor's profile

7.2.4Threat of substitution/ substitutes Substitute products or services a re different products/services that at least partly Businesses should determine whether the sellers of substitute products have If the business

7.2.5Threat/Barriers of new entrants to the market New entrants are other busines businesses to enter the t want to to enter the market 35

7.3Types of defensive strategies

7.3.1Divestiture/ Divestment The business disposes/sells some assets/divisions that are no longer profitable/ productive. The business sells ownership by decreasing the number of shareholders. Unproductive assets are sold

7.3.2Liquidation All assets are Selling the entire business in order to pay shareholders a fair price for their shares. Any other relevant answer relate d to liquidation as a defensive strategy. Strategy (2\

7.3.3Retrenchment Terminating the employment contracts of employees for operational reasons. result in some workers becoming redundant. Any other relevant answer related to retrenchment as a defensive strategy.

7.4Effectiveness/Advantages of intensive strategies Increased market share reduces the business s vulnerability to actions of competitors. Increase in sales Improved service delivery may positively impact

7.5Steps in evaluating a strategy Implement strategies using action plan Measure business performance in order to determine the reasons for deviations Take correcti Consider the impact of the strategic implementation in

7.6Conclusion With a clear understanding of where power lies, the busin ess can take advantage from a position of strength, improve a situation of weakness and avoid taking any Porter's Five Forces is useful for analysing the power of the business in order to

Q7— Section header —

Q8— Section header —

8.1Introduction Good leaders can also be good managers, as both can inspire/energise people Leaders and managers can create opportunities and motivate peo ple to be Some managers are task driven which may result in conflict if employees' interests

8.2Differences between leadership and management LEADERSHIP MANAGEMENT Influences human behaviour. Guides

8.3Leadership theories Situational leadership theory are adaptable/flexible/self Relationships between leaders and employees are based on mutual trust/ respect/loyalty/ aders have the ability to analyse the situation/get the most suitable people in the

8.4Impact of Autocratic and Transactional leadership styles on businesses

8.4.1Autocratic leadership style Positives/Advantages Quick decisions can be taken without consulting/followers/employees. Work gets done n time/on schedule. Line of command/communication is clear as it is top

8.5Conclusion A leader who is positive/enthusiastic/energetic will inspire his followers to improve/empower/uplift themselves Managers can also be successful leaders if they not only focus on the task at

Q8— Section header —

Q9— Section header —

9.1Introduction Solving problems requires businesses to Businesses have to solve many problems as they confront the challenges of dynamic and complex business environment Creative think ing is the thought process that leads to original

9.2stinction between decision making and problem solving DECISION MAKING PROBLEM SOLVING It is often done by one person/a Problems can be solved by a group/ team or an individual team member.

9.3Application of the Delphi and Nominal group techniques

9.3.1Delphi technique Mojo Paints customers. Design a questionnaire consisting of questions on how to improve the quality of their ribute it to the panel members/experts Request the panel to individually respond

9.3.2Nominal group technique Encourage group to clearly define the problem/to improve the quality of their products due to various complaints Request each employee to silently brainstorm /generate many ideas

9.4Advantages of creative thinking May give ideas which utilises time and mon 44 2016

9.5Prac tical w ays to create an environment that stimulates creative thinking Mojo Paints must emphasise the importance of creative thinking to ensure that all Encourage staff to come up with new Make time for brainstorming sessions to generate new ideas, e.g. regular

9.6Conclusion Constant changes in the market impact on business operations and so they need to adapt to it quickly and make quick/creative decisions. Creative thinking can help to solve business problems

Q9— Section header —

Q10— Section header —

10.1Introduction Induction is the process of introducing new employees to a business/work A good induction programme will enable Businesses should ensure that induction is done before the employee start in

10.2Purpose of induction/C ontent of an induction programme

10.2.1Purpose of induction Introduce new employees to management to establish relation ships with fellow colleagues at different levels. different departments. Explain safety regulations and rules

10.2.2Aspects to be included in an induction program Safety regulations and rules. Overview of the business Information about the business products/services. Meeting with senior management who will explain the

10.3Placement procedure Sipho Traders should outline specific responsibilities/expectations of Kobie s new position. Determine the employee s strengths/weaknesses/skills/ interests by subjecting him to various psychometric tests.

10.4Implication of the Skills Development Act (SDA\ on the Human Resources function The human resources function should interpret the aims and requirements of the Identify the training needs of the employees

10.5Aspects to be included in the employment contract Personal Job title /Position Place where employee will spend most of his/her working Benefits/Fringe benefits/Perks /Allowances Employee deductions (compulsory/non

10.6Conclusion Employees are one of the most important resources in any business, therefore their Effective placement procedures will ensure that skilled and competent employees The human resources function has to co

Q10— Section header —

Topics Identified

Business EnvironmentsForms of OwnershipBusiness FunctionsLeadershipBusiness Plan

Mark Allocation

Total300 marks

Sections60 + 60 + 60 + 60 + 40 + 40 + 40 + 40 = 400 marks

Paper information

SubjectBusiness Studies

Year2016

SessionNovember

TypeMemo

PaperPaper 1

LanguageEnglish

Pages48

Downloads7

Examination context

Decade2010s

Years ago10y

SeasonSpring (SH)

Start daySaturday

Exam periodNovember 2016

Days since exam3,642

About Business Studies examination preparation

Grade 12 Business Studies combines business concepts, application, and written responses. Past papers help learners practise identifying what a question asks, applying knowledge to scenarios, and structuring longer answers.

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applying business concepts

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using appropriate terminology

structuring longer responses

distinguishing related concepts

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