# Business Studies Grade 12 KZN June 2018 Memo > Grade 12 Business Studies memorandum from the KZN June 2018, 12 pages. Read online or get the free PDF download, question paper linked when available. - Page: https://www.hlayiso.com/library/2018-kzn-june-memo/f6e45212-c30e-41ff-840d-f57a10e1be6b - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2018 - Exam period: KZN June - Curriculum: CAPS - Pages: 12 Breadcrumbs: [Home](https://www.hlayiso.com/) › [Library](https://www.hlayiso.com/library) › [Grade 12](https://www.hlayiso.com/library/grade-12) › [Business Studies](https://www.hlayiso.com/library/grade-12/business-studies) › [Business Studies Grade 12 KZN June 2018 Memo](https://www.hlayiso.com/library/2018-kzn-june-memo/f6e45212-c30e-41ff-840d-f57a10e1be6b) ## About this document Business Studies · Grade 12 · KZN June · 2018. Memorandum, 12 pages. Read online or download the PDF. Read it free online on the page above; download the PDF from there. ## Document text Text extracted from the PDF. Layout, diagrams and tables may not survive extraction. ### Page 1 Downloaded from hlayiso.com Education KwaZulu-Natal Department of Education REPUBLIC OF SOUTH AFRICA BUSINESS STUDIES © see, MEMORANDUM COMMON TEST x JUNE 2018 x semeeceeerers?” *eeerecerercoresecsesreerereee NATIONAL SENIOR CERTIFICATE GRADE 12 Marks: 900 This memorandum consists of 42 pages. [L_ compan: Resenes _ Preuss Turn Over Buciraes Studies 2 June 2018 Common Tee! Memeransum NOTES TO MARKERS PREAMBLE The noles to markers are provided for quality assurance purposes to ensure the following: (a) Faimess, consistency and reliability in the standard of marking (b) Facilitate the moderation of candidates’ scripts at the different levels, (c) Streamline the marking process considering the broad spectrum of matkers across the country (d) Implement appropriate measures in the teaching, learning and assessment of the subject at schoolslinstitutions of learning 1, For marking and moderation purposes, the following colours are recommended. Marker Red Senior Marker Green Deputy Chief Marker Brown Chief Marker Pink Internal Moderator Orange DBE Moderator Turquoise 2. Candidates’ responses must be in full sentences for SECTIONS B and C. However, this would depend on ihe nature of the question. 3. A comprehensive memorandum has been provided but this is by no means exhaustive. Due consideration should be given to en answer that is correct bul. © Uses a different expression from that which appears in the memorandum + Comes from another source © Original + A different approach is used NOTE: There is only one correct answer in SECTION A 4. Take note of other relevant answers provided by candidates and allocate marks accordingly. (In cases where the answer is uncleer or indicates some understanding, Part-marks should be awarded, for example, one mark instead of the maximum of wo marks.) 5. The word 'Sub max’ is used to facilitate the allocation of marks within @ question or sub question 6 The purpose of circling marks (Quided by ‘max’ in the breakdown of marks) on the right- hand side is to ensure consistency and accuracy in the marking of scripts as well as for calculation purposes Copyram Rasened Pleace Tun Over Busreos Studies 10. "1 12 3, opyront Reserves Evensee Studios 14, 15, 3 Jone 2016 Common Test NSC ~ Metnotandin ‘Subtotals to questions must be writlen in the right-hand margin. Circle the subtotals as indicated by the allocation of marks. This musi be guided by max’ in memo. Only the total for each answer should eppear in the left-hand margin next to the appropriate question number. In an indirect question, the theory as well as the response must be relevant and related to the question, Incorrect numbering of answers to questions or sub questions in Sections A and B will be severely penalised, Therefore, correct numbering is strongly recommendad in all sections, No additional credit must be given for repetition of facts. Indicate with an ‘R’ Note that no marks will be avrarded for indicating Yes/No in evaluation type questions requiring substantiation or motivation. (Applicable to SECTIONS B and C.) The differentiation between ‘evaluate’ and ‘critically evaluate’ can be explained as follows: 12.4 When ‘evaluate’ is used, candidates are expected to respond in either a positveinegative menner or take a neutral (positive and negative) stance, €.9. Positive: 'COIDA eliminates time and costs spent on lengthy civil court proceedings.’ ¥ When ‘ertically evaluate’ is used, candidates are expected lo respondin either a positiveinegative manner or take a neulral (positive and negative) stance, In this instance candidates are also expected to suppor their respenses with more depth, e.g ‘COIDA eliminates time end costs spent v on lengthy civil court proceedings, v because the employer will not be lable for componsation to tho employee for injuries sustained during working hours @s long as it can be proved that the business was not negigent.'¥ NOTE: The above could apply to ‘analyse’ as well The allocation of marks must be Informed by the nature of the question, cognitive verb used, mark allocation in the memorandum and the context of each question Cognitive verbs, such as: 43.4 132 Advise, devise, name, state, mention, recommend, suggest, (lis! not exhaustive) do not usually require much depth in candidates’ responses. Therefore, the mark allocation for each stalemeni/answer appeers al the end Describe, explain, discuss, elaborate, justify, analyse, evaluate, critically evaluate (is? not exhaustive) require @ greater depth of understanding, application and reasoning. Therefore, the marks must be allocated more objectively to ensure that asseesing is conducted according to established norms so that uniformity, consistericy and faimess are achieved Plesce Twin Over 4 June 2016 Common Test NEC —Mamorandn Mark only the first answer where the candidates offer more than one answer for SECTION B and C questions that require one answer. SECTION B 18.4 If, for example, FIVE facts are required, mark the candidate's FIRST FIVE responses and ignore the rest of the responses. Indicate by drawing a line across the unmarked portion or use the word ‘CANCEL’ NOTE: This applies only to questions where the number of facts is specified 18.2 183 If two facts are written in one sentence, award the candidate FULL credit, Point above still applies. If candidates are required to provide their own examplesiviows, brainstorm this at the marking centre to finalise alternative answers. Use of cognitive verbs and allocation of marks: 15.4.4 If the number of facts is specified, questions that require candidates to describeldiscussiexplain’ may be marked as follows: + Fact 2 marks (or as indicated in the memorandum) + Explanation 1 mark The ‘fect! and ‘explanation’ are given seperetely to fecillate mark allocation 15.4.2 if he number of facts required is not specified, the allocation of ‘marks musi be informed by the nature of the question and the maximum mark allocated in the memorandum, 15.5 ONE mark may be awarded for answers that are easy to recall, requires one-word answers or is quoted directly from a scenario/case study. This applies to SECTION B and C in particular (where applicable), 6 16.4 Copyright Reserved SECTION C The breakdown of the mark allocation for the essays is as follows: Introduction Content Maximum: 32 Conclusion. insight a TOTAL 40 Please Teen Over ### Page 2 veneee Susieg Downloaded from hlayiso.com June 2018 Common Test Business Studies June 2016 Common Test nse 16.2. Insight consists ofthe folowing components: SECTION A (COMPULSORY) TayouvStucture | ls there an introduction, a body, and a conclusion? 2 QUESTION 1 Analysis and _| Is the candidate able to break down the question into 2 44 inierpretation | headings! sub-neadings/ interpret it correctly to show 4a ove understanding cf whet is being asked tip pv Matis to be alloceted using this guide 113 ev | ¥ | Allheadings eddressed 1 (One A) ited iB | Giaeeatter (16 teas might Cona™ad 118 ov Synthesis ‘Are there relevant decisionstfacisiresponses made 2 fae Ge based on the questions? Marks to be allocated using this guide 147 aye [No relevant facts 0 (Two'-8}) ‘ete oa | Some relevant facts: 1 (One -S) Only relevent facts: 2 (No'-6') 119 cv 14400 v¥ 10 Option 1: Where the candidate answers 60% or ‘ taker en) | mote of the question with only relevant faci, no '-S | appears in the lel margin, Award a maximum of TWO 12 | (2) marks for synihess 1.2.1 Markt dévolopment vv | option2: where the eancidste answers less than 4.22 Quality ascurance vv | 50% of the question with only OR some relevant fects; | one =S' appears in tne left margin. Award a maximum 1.2.8 Professionalism v7 of ONE (1) mark for synthesis 1.24 Autocralio/” Option: Where the candisete answers less than | so%e ofthe queston with no relevant facts; wo -S' 1.26 Tertiay ¥/ (6x2) (10) | appears in the let margin, Award a ZERO mark for synthesis 48 aaa avy Originality [Ts there evidence of examples, recent informetion 2 - | current tends and developments? 132 0 TOTAL FOR INSIGHT D 193 Gvv TOTAL MARKSFORFACTS 32 1a B22 TOTAL MARKS FOR ESSAY (8+ 32) 40 bey 135 Bvv 5 x2)(10) Note: TOTAL SECTION A: 40 1. Nomarks will be awarded for contents repeated from the introduction and concksor. BREAKDOWN OF MARKS 2. The candidate forfeits marks for layout if the words INTRODUCTION and QUESTION 1 [ MARKS: CONCLUSION are not stated 3. No marks will be allocated for layout, if the headings INTRODUCTION Copyiaht Reserved Evsnace Studios 18.3 16.4 18.6 16.8 16.9 16.10 reap Copyright Reserved and CONCLUSION aro not supported by an explan: late Tur Over dine 2016 Common Test NSC = Werntanan Indicate insight in the left-hand margin with a symbol, 2.9. 'L, A, $ andor O) ‘The breakdown of marks is indicated at the end of ihe suggested answer! marking guidelines to each question Mark all relevant facts until the SUB MAXIMAX mark in a subsection has 24 been attained. Write ‘SUB MAX!/MAX’ after maximum marks have been obtained. Al the end of each essay indicate the allocation of marks for facts and marks for insight as follows: L— Leyout, A Analysis, S ~ Synthesis, O - Originality as in the table below. 22 CONTENT MARKS. Facis 32 (max.) L 2 A 2 2 ° 2 40 = C TOTAL When awarding marks for facts, take note of the sub-maxima indicated, especially if candidates do not use the same subheadings. Remember, headings and subheadings are encouraged and contribute to insight (structuring/logical flow/sequencing) and indicate clarity of thought, (See MARK BREAKDOWN at the end of each question ) Ifthe candidate identifies/interprets the question INCORRECTLY, then he/she may still obtain marks for layout 23 {2 different approach is used by candidates, ensure that the answers are assessed according to the mark allocation/subheadings as indicated in the memorandum 16.10.14 Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers. 46.102 With effec! from Novernber 2016, the TWO marks will not necessarily appear at the ond of each completed sentence. The ticks (x) will be separated and indicated next to each fact, €.9. "Product development is a growth strategy, Y where businesses alm {0 introduce new products into existing markets.’ ¥ Thie will be informed by the nature and context of the question, as well as the cognitive verb used With effect from November 2017, the maximum of TWO (2) marks for fects shown as headings in the marking guidelines, will no! necessarily apply to each cuestion. ‘This wil depend on the nature of the question. Please Tuin Ove1 Copyrigh Reserved ‘eusiness Studies Pisase Tum Over 8 June 2016 Common Test 90 ~ Merv randum SECTION B QUESTION 2: BUSINESS ENVIRONMENTS Defensive strategies Retrenchment ¥ Div Liquidation estilure ¥ (3x 1)13) Steps in evaluating strategies 23. 23. ‘Copyright Reseed Examine the underlying basis V of a business siategy. Formulate strategies to meet objectives favourably. Implement sirctecies 7 using action plans, etc. ¥ Look forward and backwards ¥ into the implementation process. Compare the expected performance with the actual performance. 7 Measure business performance » in order to determine the reasons for deviations! analyse these reasons. ¥ Take corrective action 7 50 that deviations may be corrected. ¥ Set specific dates ¥ for control and follow up. ¥” Draw up a teble ¥ of the advantages and disadvantages of a strategy. ¥ Decide on the desired outcome v to determine the effectiveness of the strategy. Consider the impact of the strategic implementation in the internal end extemal environments of the business.“ Any other relevant enswer related to the steps in strategy eveluation Tt tops can be in any order Max (10) 1 Compensation for Injuries and Diseases Act (COIDA). 7% Sub mex (2) Motivation Jabu got injured at work. ¥ Not registered with the Compensation Fundy ‘Sub max (1) Max (3) 2. Discriminatory actions /non- compliant with the Act, + IC paid Jabu with R2500¥ IC advised him not to report the injury ¥ IC dia net register all employees with the Compensation Fund. ‘+ Not reporting accidents to the Compensation Commissioner. “ (4x 1){4} NOTE: Mark only discriminatory actionsinon-compliance from the scenario Please Turn Over ### Page 3 Girinone Stuses Downloaded from hlayiso.com ° June 2018 Common Test emerandum 2.3.3. The impact of COIDA on employees Copyright Reserved business studies 24 25 Copyright Reserved Positives/Advantages Promotes safely ¥ in the workplace. v Creates a framework ¥ for acceptable employment practicesisafety regulations, “ Supply administrative guidelinesimechanisms ¥ for dealing withiprocessing claims. Eliminates time and costs spent ¥ on lengthy civil court proceedings. Covers all employees at the workplace v if both parties meet all the necessary sofety provisions in the Act. “ Employees are compensated financially for any injuryidisabilty ¥ resulting from performing their duties at their workplace. ¥ + Inthe event of the death of an employee as a result of a work-related accidentidisease, ¥ histher dependant(s) will receive financiel support. v + Employers are protected from financial burden should an accident occur in the workplace © provided that the employer was not negligent. v Employees do not have to contribute ¥ towards this fund. “ Employees receive mecical assistance v provided there is no other party involved, ~ Any compensation to an employseithe family ¥ is exempt from income tax. ¥ 4 The processes v are relatively simple. Makes businesses more socially responsible “as they cannot just employ workers at random in dangerous working conditions. «© Workers are treated with cigrity/respect ” as businesses view them es valuable assets and not just as workers. Any other relevant answer related to the advantages/positives of COIDA. ANDIOR Negatives/Disadvantages © Workers who are temporarilyipermanently employed in foreign countries. are not covered, ¥ DomesticiMilitary workers ¥ are not covered. Workers who are negligent ¥ are not covered, * Any other relevant answer related to the disadvantagesinegatives of coIpa, Max (8) Please Tun Over 0 june 2018 Common Tes! SG Memoranour Provisions of BCEA Overtime. + Working hours. ¥ Meal Breaks and rest periods. ¥ Leave conditions. v Working on public holiday. ¥ Legal requirements of the employment contract. ‘Termination conditions of the employment contract. Remuneration. Provisions for compliance. ¥ Any other relevant answer reiated to the provisions of the BCEA NOTE: 1. Mark the first FIVE (5) only 2. Allocate a maximum of ONE (1) mark for an example of a specific provisions. (5x 1)(5) RolesiFunctions of SETAS Manage the learnership and training ¥ in each SETA/sector ¥ Ensure that the skill requirements of cifferent sectors are identified to establish training needs. Ensure that training is of eppropriate quality’ to improve employability. ~ Responsible for skilis programmes to improve skills of current workers to increase productivity. Assist unemployed people to enter the job market “ by providing skills programmes Provide accreditation to facilitators and service providers “ who meet the training requirements, Collect funds for various sectors ¥ for implementing skills development programmes, Distribute funds to various SETAS “ for the successful implementation of the Skills Development Act. ¥ ‘+ Implement leamerships and skills programmesireplaces the tradition of apprenticeships v to gain practical experience. ¥ ‘+ Develop @ sector skils plan to determine the training needs of each sector Report (0 the Drector General on all malters concerning the administration and progress of leamnerships. Support the development of training material v that is relevant to the needs of different sectors. ~ Register leamiership agreements ¥ so that workers may receive a qualification that is recognised by the industry. Any other relevant answer related to the rolesifunctions of SETAs Max (10) Please Tun over Boereee Stutioe 28 264 262 26 Copyright Reserved uses Stses " June 208 Common Teet, = Memorandum Terliary sector. vv ‘Submnax (2) Motivation MID specialises in home designing ¥ Submax (1) Max (3) Business sector © Secondary sector ¥ ‘+ Primary sector ¥ (2x 1)(2) NOTE: Do not mark tertiary sector Analysis of market environment by MID using Porter's Five Forces model. Power of buyers ¥ + Nalini needs to consider now ¥ her buyers/customers can influence prices + IfNalin's customers have a wider choice of services, “ they have more power to influence prices and terms of sale. v + Despite Nalini's high prices, she has many customers ¥ because of her unique designs and siylish decor. v Any other relevant answer related to the power of buyers. Fores (1) Explanation (2) ‘Sub max (3) Threats of new entrants to the market / Barriers to entry +The power that Nalin's business has in the market will depend on how easy it is ¥ for new competitors to enter the market. 7 + Itwas easy for Nalini to start her business ” because there were no legal requirements. Only a small amount of capitaliand a trading licence required. «Nelini's market can altract potential competitors, ¥ because of low bartiers to entry. ¥ + Itmay be ciffcult for small businesses to enter the market “ 3 Nalini has a large market shareimany customers. Any other relevant answer related to the threats of new entrants/berriers to entry. Force (1) Explanation (2) Sub max (3) Please Tun Over 2 une 2018 Common Test NSE = Memorencum Competitive rivalry “ 8 usinesses rendering the same/similar services ~ may have an impact on Nalini's market. ¥ Nalini may be stronger than Exquisite Home Decor, “as she renders excellent senices. It Despite Nalini’s high prices ¥ she has more customers than her compelitors 7 is easy for Nelini to withstand competitive rivalry v as there is only one competitor. ¥ Any other relevant answer rolated to competitive rivalry Force (1) Explanation (2) ‘Sub max (3) Power of suppliers Nalini must assess the power of the suppliers ~ in influencing the market. ¥ Grace Textiles has more power over NID, v since Grace Textiles is the only supplier in the market. ¥ Thre Nalini will have to accept Grace's Textiles terms and conditions, v e.9. Grace Te Grace Textiles can easily increase ~ the prices of her services. ¥ ss and the prices of the inputs supplied. “ s can determine the qual Any other relevant ansiver related to the power of suppers Force (1) Explanation (2) ‘Sub max (3) sat of substitutes/Alternatives v Substitute services are difierent services that at least partly satisty the same needs of the customers 7 and can be used to replace one another. Combine service packages/deals on various functions ¥ may be available at more affordable prices. v ‘Some custorners may prefer to design their homes on their avin, ¥ which may not require the services of NID. ¥" Any olher relevent answer related to threat of substitute Force (1) Explanation (2) ‘Sub max (3) Max (12) [60] copyn BREAKDOWN OF MARKS. QUESTION [MARKS t 3 ~ 10 3 4} 8 5 10 3 2 12 60 ight Reserves Prease Tun over ### Page 4 Downloaded from hlayiso.com 5 mon Test NBG - Vervorandue QUESTION 3: BUSINESS ROLES 34 32 Copitigh Reserved Auainsee Stuoee 38 33. 33 33. Cepyight Reserves 1 Stages of team development Forming ¥ Storming ¥ + Noting + Performing ¥ * Agjourning/Mourning + Any olher relevant answer related to the stages of team development NOTE: Mark the first THREE (3) only. (3x 1)(3) Advantages of creative thinking in the workplace Starts/ignites business's process of problem solving, v as there are usually more problems and not enough solutions, 7 Better/Unique/Unconventional idees/solutions ¥ is generated. “ May give a business a cornpetiive advantage ¥ if unusualunique solutions/ideas/siretegies are implemented ~ Complex business problems “ may be solved. v Productivity increases 7 as business's managementiemployees may quickly generaie multiple idees to ulilise time and money more effectively. Managers/Employees have more confidence v as they can live up to their full potential. v Managers will be better leaders “ as they will be able to handle/manage change(s] positively and creatively. ~ Managers/Employees can develop a completely new outlook, ¥ which may be applied to any task(s) they may co, ¥ Leads to more positive attitudes v 2s managersiemployees feel that they have contributed towards problem solving. 7 Improves motivation v amongst staff members. ¥ Managers/Employees have a feeling of greal accomplishment ¥ and they wil not resist/obstruct once they solved a problem/contributed towards the success of the business. Business's managementlernployees may keep up ¥ with fast changing technology. Stimulates brain function of employeesimanagers, ¥ as they are continuously pushed out of their comfort zone. ¥ Creativity may lead to new inventions ¥ which improves the general standard of living. “ Any other relevant answer related to the advantages of creative thinking in the workplace Max (8) tune 2036 Common Test SC Mererancun Unethical business practice © Tax evasion ¥¥ (2) Motivation + Jurgen Klopp, the owner of LSC, does not record all the transactions of his business as required by South African Revenue Services. ¥ } Max (3) Unethical business practices «Sexual harassment ¥ Unauthorised use of workplace funds and resources ¥ + Unfair advertising «Pricing of goods in rural areas ¥ + Abuse of work time 7 + Any other relevant answer related to unethical business practices NOTE: Mark the first FOUR (4) only. (4% 1) (4) Professional, responsible, ethical and effective business practice «True Blue Sports should not start other business ventures at the expense of others. YY + They should pay fair wages. ¥¥ + Allemployees should be treated equally. vv «Appoint honesiirustworthy accountants with a good reputation. “~ «Staffing and other processes should be open and transparent, ¥¥ + Draw up a code of ethics. vv 4 Managers must sei the tone for professionalresponsiblelethical behaviour. vv «There must be adequate inte inal control systems in place. v7 + There should be honesty in all relationshipstransactions in the business. vv 4 Employees should understand ethical business practices through effective communicationiiraining. ¥v «Seminars on business ethics should be held for managers and the employees to help thern understand the importance of the ethical ‘work culture of the business. vv + Management must consider the impact of their decisions/actions on all stakeholders. ¥¥ + Regulations applicable to environmental protection should b¢ taken seriously. 7 ¥ + They should charge fair prices in rural areas. ¥¥ ‘Any other relevant recommendation related to ways in which TBS. should conduct business professionally, responsibly and ethically NOTE: Mark the first THREE (3) only. 2x26) Flease Tuin Over Busress Gusiee 34 Copyright Reserved Busiress Studies Copyright Reserved 1s tone 2048 Commen Tee NSC —Mematerdun Criteria for successful teams Interpersonal attitudes and behaviour ¥ ¥ + Members have a positive atitude of support end motivation ¥ towards each other. ¥ + Good/Sound intespersonal relationships ¥ will ensure job setisfaction! increase productivity of the team. ¥ + Members are committiedipassionate ¥ towards achieving a common goallobjectives: ¥ Team leader acknowledgesigies credit to members ¥ for posiive contributions, ¥ ‘Any other relevant answier related to interpersonal attitudes and behaviour of successful teams. Criteria (2) Explanation (1) Sub max (3) Shared values/Mutual trust and support ¥¥ + Shows loyaltyirespecttcust towards team members v despite differences. ¥ + Shows respect “te the knowledge’ skills of other members. + Perform team tasks with integrity/pursuing responsibility/meeting team deadines + with necessary commitment to team goals. ‘Any other relevant answer related to shared valuesimutual trust and support of members in successful teams, Criteria (2) Explanetion (1) Sub max. (3) Communication vv + Acclear set of processes/procedures for teamwork v ensures that every team member understands his/her role. 7 + Ability fo communicate well Y and make quick decisions, 7 + Communisates with team members ¥ and allows for feedback ¥ + Encourages discussion about the problem ¥ so that solutions can be found, + Continuous review of team progress ¥ ensures that team members can rectify mistakesiact pro-actively to ensure thet goalsitargets are reached. v Any ether relevent answer related to communication in successful teams. Criteria (2) Explanation (1) Sub max. (3) Fiease Tun Ove 16 June 2018 Commen Test Nec -ttemarancum Co-operation/Collaboration ¥“ Clearly defined realistic goals are set, v so that all members know exactly what is to be accomplished. Willingness to co-operate as a unit ¥ 10 achieve team objectives. ¥ Co-operate with management ¥ to achieve team/business objectives. Agree on methods/ways to get the jod done effectively “ without wasting time on conflict resolution, All members ¥ teke part in decision-making. v A balanced composition of skils/knowledge/experiencesexpertise ¥ ensures thal teams achieve their objectives. “ Any other relevant answer related 10 co-operation/ecliaboration in successful teams, Criteria 2) Explanation (1) Submax — @) NOTE: Mark the first THREE (3) only. Max (9) Plante Tun Over ### Page 5 Downloaded from hlayiso.com June 2016 Cominon Fest uses Studies 7 SC - Mernorandure 3.5 Difference between ethics and professionalism ETHICS PROFESSIONALISM Set of standards 7 of expected behaviour. ¥ Knowledge and skills ¥ of a profession. “ ‘Set of values 7 thal are morally acceptable. ¥ ‘Acceptable ¥ to sociely/group! ‘communi —! Used for the good ¥ of the employees/ | Forms part of the employees’ “code of individuals. ¥ conduct, ¥ ‘Apply a code of conduct 7 set by the profession or business. ~ Focus Is on upholding the reputation” of | Seeks lo avoid harm ¥ while promoting the business/profession. 7 Focus is on developing # moral compass | 0 use in decision-making. ¥ benefit to others. ¥ Conforms to 2 specific standard in terms of quality and competence ¥ while also being legal and ethical. ee ‘Any olher relevant answer related 10 ethics ‘Any other relevani answer related 10 ethics, Sub max @ | Sub max (4) NOTE: 36 copmmon Business Suciee 37 38 4. The differences must be clear. 2. Answer does not have to be in tabular format. 3. Award a maximum of FOUR (4) marks if the differences is not clear.iMark either ethics or professionalism only. Max (6) 3.6.1. Problem-solving technique + Delphi technique vv 2) Motivation + To request « group of business experts to complete questionnaires. ” (1) Max (3) 3.6.2. Advantages of the Delphi technique + Agroup of experts will be used ¥’ without bringing them together. + Experts will give clear idees/solutions von howto improve on low productivity/profitabilty. ¥ + Penel members/Experts can give new information on problems. ~ + Information received trom experts ¥ can be kept confidential. v” # Itreduces noise levels in an office environment + since there is no group discussion. «Panel members/Experts need to reach consensus, ¥ so that the best solution is found. ¥ + Allexperts are given an equal opportunity to give their opinions, ¥ so no-one dominates the process. ‘Any cther relevant advantages related to the use of the Delphi technique in solving business problems Max (6) Reserves Please Turn Over 16 June 2018 Common Test NSC Memerendm Benefits of diversity in the vrorkplace + Workforce diversity improves the abillty of e business to solve problems/innovate/ cultivate diverse markets. Employees value each other's diversity ¥ and learn to connects ‘communicate across lines of difference. Diversity in the workforce improves ¥ moraleimotivation. Employees demonstrate greater loyalty o the business ~ because they feel respectediaccepteciunderstood. v A diversified workforce can give businesses a competitive advantage ¥ as they can render better services. ~ Being respect! of citferencesidemonsirating diversity V makes good business sensclimproves profitability. Diverse businesses ensure thal its policies/practices v empower every employee to perform at histher full potential. v Customers increasingly evaluate businesses “ on how they manage diversity in the workplace. Employees from different backgrounds 7 can bring different perspectives to the business. ¥ A diversified workforce stimulates debate ~ on new and improved ways of getting things done. v Employees represent various groups ¥ end ate therefore better able to recognise customer needs and setisfy consumers. ~ Businesses with a diverse workforce are more likely to have a good public image ¥ and attract more customers. 7 Any other relevant answer related to the benefits of diversity in the workplace, Max (6) Ways in which the businesses can desl with diversity issues in the workplace Age Promotions should not be linked to age, but rather to specitic skills set. vv A business must not employ children aged 15 or younger. ~ ‘The ages of permanent workers should vary from 18 to 85 to include all age groups. vv A business may employ 2 person who is older than the normal retirement age provided that person is the most suitable candidate. ¥¥ Businesses must encourage older employees to help young employees to develop thair potential. vv" Young employees must be advised to respect and learn from older employees. 7 The business should encourage employees to be sensitive to different perspectives of various ege oroups. Any other relevant answer related (0 the way in vihich businesses can deal with age as a diversity issue in the workplace. Max (4) Please Turn Over Business Stuces 38 Business Stucies NSC— Memorandum Disability Provide employment opportunities for people with disabilties. vv Accommodate people with disabilities by providing feciiiies'iamps for wheelchairs, ete. vv Ensure thal workers with special needs are not marginalisedifee! excluded trom workplace activities, Business should be well informed with how to deal with disabied employees. v7 Policies and programs should accommodate the needs of people with disabilities.“ Create an organisational culture and climate thet is conducive for people with disabilities. “~ Employoos should be trained to deal with colleagues with disabilities. “7 Bringing in external experts to help vith disability and accommodation issues. vv Ensure that employeas with disabilities are treated fairy. 7 Focus on job skilsivvork performance of the disabled, rather than their disabiliy/possible problems thoy may pose in the future. “¥ Any other relevant answer related to the way in which businesses can deal with cisabilily as a diversity issue in the workplace Max (4) [s0] BREAKDOWN OF MARKS 4.1 42 434 432 433 a4 45 464 462 47 484 482 TOTAL 3 | |a]0 of] ao! |a|es|o/e9) Fleace Turn Over 20 NSO Verrerandom QUESTION 4: BUSINESS OPERATIONS Human resource function 4a 444 Cepyight Reserved Human resource activities © Recruitment v * Selection v Max (2) Procedure of Selection Determine fair assessment criteria ¥ on which selection will be based. ¥ Use the assessment criteria to assess all CV’s!application forms ¥ received during recruitment. ¥ Screening ¥ determine which applications meet the minimum jod requirements and separate these from the rest. Compile a shorlist ¥ of potential candidates identified, v Inform unsuccessful epplicants “ about the outcome of their application ~ Reference checks should be made to verify the contents of CV's, “ ©.9.Contect previous employers to check work experience ¥ Invite shortlisted candidates ¥ for en interviow. Shortlisted candidates may be subjected to various types of selection tests ¥ €.9. skills tests, Any other relevant answer related to the procedures of selection. Max (8) Advantages of external recruitment + The business recruits from other businesses/educational institutions/advertisements vin the media/recrutment agencies! headhunting, etc. + New canciditas’ bring v new talents/ideas/experiences/skils into the business, ¥ Itmay help the business to meet “ effinmative action and BBEEE plans There is a larger pool of candidates ~’ to choose from. ¥ ‘There is a better chance ¥ of gatting suitable cancidates with the required skills qualificetions/competencies ~ viho do nol need much training/development ¥ which reduce costs. ¥ Minimises unhappinessiconfict ¥ amongst current employees ‘who may have applied for the post. ¥ Any other relevant answer related 10 advantages of external recruitment Max (8) Please Tun Over ### Page 6 Business Studies 42 424 422 Copyght Reserved eusress Studi Copyea Downloaded A NSC Memnorandin 44 Types of fringe benefits + Medical allowance ¥ 4 + Cellphone allowance ¥ NOTE: Mark the first TWO only. Max (2) Benefits of fringe benetits Positives/Advantages. + Aitractive fringe benefit packages ¥ may result in higher employes relention/ reduces employee turnover. ¥ + Itincteases employee satistactioniioyalty, / as they may be willing to work under pressurefimprove personal performance. ¥ + Leads to higher productivity, v as workers work for longer hours! more days. ¥ + Alleacts goodiqualified employees ~ who do not alveys need fringe benefits. Any other relevant enswer related to the positivesiedvantages of fringe benefits. ANDIOR Negatives/Disadvantages + Fringe benefits are additional costs for businesses, ¥ which may + Administrative costs increase vas payments need to be correctly + Decreases business profits, ” as remuneration costs are + It may create contlietlead to corruption v if allocated untairly. + Workers only stay with the business because of fringe benefits, ¥ Any other relevant answer rolated to the negatives/cisacvantages of fringe benefits Max (6) Please Tun Over dune 2918 Comman Test 2 NEC - Memorandum Burinese State Copyrght Resewed Bucinece Stites from hlayiso.com SC = Memoranda, Quality of performance Administration Processing of data and information. ““ Encuring the captured data or information ts accurate. vv Making information available so thal management can reac! timeously to opportunities and threats. vv Effective administration improves the liquidity, cash flow and profitabilly position. v7 Rogular control of outstanding payments, limeous payment of creditors and salaries. ¥~ Quick handling of complaints in an effective manner. vv Utilising technology efficientiyleffectively. 7 Any other relevant enswer related to the relationship between. quality and the administration function Max (5) Marketing Inoreasing their market share, ¥¥ ‘Winning customers by satisfying their needs/wants and building positive relationships. ¥~ Adhering to ethical adveriising practices when promoting products! senices ¥¥ Identifying a competitive advantage to focus/improve on marketing strengths. ¥¥ Differentiating products in order to attract more customers. “¥ Constantly reviewing vaive issues. ¥¥ Communicating effectively with customers to get feecback about their experience of productsiservices sold. Co-ordinating distribution with production and advertising strategies. vv Using pricing techniques to ensure a competitive advantage. ‘Mossuring gaps between customer expectations and actual experiences. so that problems/unhappiness may be diagnosed ‘and eddressed. ¥¥ ‘Making adjustments and changes to productsiservices based on feedback from customers/results of market research. ¥Y Using aggressive edvertising campaigns to sustainlincrease the market share, ~~ Any other relevant answer relates to the relationship between ‘quality and the marketing function. Max (6) Pletse Turn Ove 2 June 2018 Commen Tet NSC = Memerandum impact of Employment Equity Act (EEA) on businesses 45 Importance of quality circles in total quality management (TAM) Positives’ + They solve problems related to qualily and implement improvements. ¥ + Investigate problems ¥ and suggest solutions to management. ¥ » Discrimine intn ¥ i S Eee Sloe med treater? oe rernsd 4 + Ensures thal there is no duplication” of activilies/iesks in the workplace. ¥ a ARmolen acer cieaty deanet-~2sd au partesarewel + Make suggestions” for improving systems and processes in the workplace. inane J ‘+ Improve the quality of products/services/productivity 7’ through regular + Ceriffed psychometric tests may be used to assess v reves of quay processes. 7 , , in applicantsiemployees to ensure that the most suitable candidates . oe strategies ¥ to improve the smooth running of business are appointed. ¥ . Oulines aifirmative action measures ¥ to redress pas! injustices. ~ & peped oe UE feandency In Hie ona Dn recangeren + Diversify/inclusivity “ in the workplace can be achieved. oe NPRM NICS. OF CER ® + Consultation between employer and employees v’ are encouraged ¥ * Businesses are in a better position ~ to negotiate contracts ~ with the government. 7 46 Continuous Improvement to processes and system cycle + Impacis positively 7 on BBBEE ratings ¥ for businesses e a ¥ a Any other relevant positive impact of EEA on making new appointments, + Identify the problem. ¥ ANDIOR + Develop a plan for improvement to processes and systems. “ + Answer questions such as whet fo do’ and ‘how lo do it’ ¥ + Plan the method and approach. ¥ Negative: Spnves + Implement the change on a small scale. ¥ + Applying the employment equity quota may not always allow “ Implement the processes and systoms. ¥ ‘employers to make the most suitable appointment. ¥ 5 "Use dele w analyes the resutts of change: + Productivity may decrease, “ as inexperienced employees may be ’ Fs le tl foheas Seale Hadiiely, 7 appointed into positions where they may not be able to cope. v + Check wi work + Other groups may not respect ¥ the knowledge, skilis and experiences + Assess, plan and establish i its working/if things are going of the EEA appointee. ” They think the position was awarded v based eccording to plen. on race and not on skills. 7 Any other relevant enswer releted to continuous improvement to processes and + Skilled people from designated groups are in strong demand “ and may system cycle. demand higher selaries ¥’ Ido jod hopping, ¥ which may result in nigh (6) slaif tumover. (60) + Additonal end costly administrative duties ¥ are required tor implementing!monitoring the Employment Equily Plan. ” + The implementation of employment equity can be costly ¥ to BREAKDOWN OF MARKS: businesses as it requires invesiment in training aan a + Additional resources should be mede evailable “ to execute the 242 = Employment Equity Plan, v’ resulting In sutfcient funds not being made $12 . available ¥ for profit opportunities. “ eo 2 + Diversity in the werkplace ¥ may lead to conficvunhappiness. = ‘+ Employers who want to apply for government tencers v must apply 8 for e compliance certificate “ with the Minister of Labour, resulting ~ Te. in Increased expenses. + Non-compliance with the administiative requirements ~ of the EEA 6 may result in the payment of heavy penalties. v 6 » Positians may remain unfilled, “ because there are no suitable EEA 8 candidates. ¥ i Any other relevant negative impact of EEA on making new appointments aveileble max (8) Reserced Ploaee Tun Over Copyrah Resened Please Tum over ### Page 7 eusnese Studies Downloaded from hlayiso.com 2s June 2018 Common Tes! QUESTION 5: MISCELLANEOUS TOPICS 84 BUSINESS ENVIRONMENT 51 Strategic management process OPTION 4 «Have @ clear vision, ¢ mission stalemeniv and measurablesrealistic objectives in place. ~ + Identity opportunitiesiweaknesses/strengihsithreats ~ by conducting environmental scanning/situational analysis. ¥ + Tools available for environmental scanning v may incude a SWOT PESTLE/ Porter's Five Forces model (industrial analysis tools). ¥ + Formulate alternative strategies ¥ to respond to the challenges. ¥ + Develop (an) action plan(s}, ” including the tasks to be done/deadiines to be met/resources to be procuredy, etc + Implement selected strategies ¥ by communicating it to all stakeholders! organising the business's resources/motivating staff ¥ + Continuously evaluate, v monitor, “ measure slrategies V in order to a take corrective action. ¥ Any other relevant answer related to a description of the strategic management process oR OPTION 2 Roview “vision statement. ¥ AnalyseiRe-examine ¥ mission stalement, ¥ Conduct an analysis ¥ using models such as PESTLE/PORTER'S/SWOT. ¥ Formulate a strategy, v such as a defensive/retrenchment strategy. ~ Implement a strategy, ~ using a tempiate such as an action plan. Control/E valuate/Monitor the implemented strategy ¥ to identify gaps/ Evanece Stusiee deviations in implementation. ~ Take corrective action ~ fo ensure go: management process NOTE: The steps may be in any ord: Copyright Reserved eusress Studies 82 2 SG - wer als/objectives are mel. ¥ Any other relevant answer related fe a description of the strategic ler Max (6) Please Turn Over 8 June 2018 Cemaman Test merandun Distinction between BEE and BEBEE 68 BLACK ECONOMIC EMPOWERMENT | BROAD BASED BLACK ECONOMIC = (BEB) J EMPOWERMENT (BBBEE) | is a government policy” which may noi |= Itis en Act/thet id enforced! must be be eniorcedy” complied by businessesv ~ Benefiis only @ few previously = Encourages a wider croup of previously disadvantaged peoplevin the economyy | disadvantaged people/ black women people who are physically challenged’youth/people in the rural areas» panicipate in the economy ~ Few previously disadvantaged incividuais | - Aims at distributing the country’s share in the wealth of the economy” —_| wealth across a broader spectrum of society ~ Focuses on the tree pillars thal did not | -Focuses five/seven pilarsv waich includes include all previously disadvantaged all sectors of the society, especially the peoplew previously disadvantaged” Any other relevant answer related to BEE | Any other relevant answer related to BEBEE | i J ‘Sub max (4) ‘Sub max (4) NOTE: 4. The answer does not have to distinction must be clear. be In tabular format, but the 2. Award 2 maximum of FOUR (4) marks if the distinction is not clear! Mark either BEE or BEBE only. 5.3 Compare management and leadership Max (8) MANAGEMENT LEADERSHIP, Demands respect, authority and wants to control. vv" Invites and motivates freedom of Speech and inspires trust Gives ordersiinstractions. “~ ‘Seeks to empowerifaciliales employees vw Thinks thet they know ell he answers. 7 ‘Asks the right questions to get fo the right answers. v7 Focuses on the ask ¥~ Focuses on individualsigroups vv Focuses on the implementation of policies. vv Focuses on molivaling workers to help swith the implementation processes. “v Foliows/impiemenis the vision of the enterprise. v~ Provides a vision for the enterprise. vv Minimises and controls risk “7 [Ensures that prof targets are met V7 “Always on the lookout for business ‘opportunities. v ‘Strategises to incr se profitability. vv | Administer ¥~ Innovate Vv Have a short-term view ¥~ Have a long-ierm view 77 Monitor people “7 Inspire people “7 Implement plans 7 Develop goals “7 Maintain and monitor “7 ‘Challenge slaff and managers “~ ‘Ask when, how, where and who v7 “Ask why ‘Sub max (4) Sub mex (4) Any other relevant distinction between management and leadership ‘Copyright Reserved Max (6) Please Tuin Over Copyright Reserved Busress Stuties copyight Reserved 27 June 2016 Cai Test nse Situational theory Different lecdership characteristics ¥ ere needed for diferent situations. ~ The task/situation dictates the leadership siyle that should be applied, ¥ so leaders ar€ adaptable/Mlexible/selrassured. ” Relationships between leaders and employees “ are based on mutual trustrespeci/loyally/ integrity/nonesty. 7 Leaders have the ability to ‘read’ the situation “ and get the most suitable people in the right positions to complete tasks successfuly ¥ Itenables leaders to use different leadership styles ¥ to accomplish their goals. 7 Leaders analyse group members/objectives/time constrainis, « then adopt 2 suitable/relevant leadership style. ¥ May lead 10 conflict “ when leaders use different leadership styles when managing employees in different situations. ¥ lis success depends on the kind of relationship that exist ¥ between the leader and followers/subordinales/employees. Any other relevant answer related to an explanation of the situational leadership theory Max (8) Grievance procedure + An aggrieved employee must verbally report the incicentigrievance to § working days. ¥ Should the employee and supervisor not be able to resolve the management, ~ grievance must be lodge in viiling/completes @ business grievance form. ¥ He/she must receive a wiitien reply “ in response to the written A grievance hearing/meeting ¥ must be held with al relevant parties Minutes of the meeting must be recorded ¥ and any resolution passed Should the employee not be satisfied, v then he/she could refer the Top management should arrange a meeting ~ with all relevant parties outcome/decision must be recorded on the formal grievance form. 7 Should the employee sill nol be satisfied, he/she may refer the maiter. ¥ Any other relevant answer related to the correct procedure to deal with grievance procedure. NOTE: The procedure may be in any order. Max (8) Please Tuin over Fy June 2018 Commen Test NSC ~ Momovardtan Creative thinking + Emphasise the importance of creative thinking to ensure that ell staff Encourage staff to come up ¥ with new ideasiopinions/solutions. ¥ regular workshops/cenerate more idees/build on one another's ideas. ~ Place suggestion boxes around the workplace ¥ and keep Train staff ¥ in innovative techniquesicreative problem sclving + Encourage job swops ¥ within the organisation vistudying how other * Encourage v allemative ways of working Vidoing things. © Respond enthusiastically ¥ to all ideas and never let anyone feel less + Reward creativity “ by introducing reward schemes for # Provide a conducive working environment ¥ tree from distractions. v © Any other relevant recommendations related to ways in which NOTE: The emphasis is on ways’, not necessarily advantages. Max (8) Details of employment contract * Key performance areas/Duties and responsibilities vv © Code of conduct vv + Job description vv + Name and address of the business/employer + Name and address and other personal information of the employee vv + Job title ¥¥ + Probation period vv * Bonus and salary/employee wages/salary and method of calculating vv + Remuneration packegelother payments the employee is entitled to v + The date of commencement of employment ¥ «Details of termination of a contractinotice period vv + Rate of overtime payment “~~ + All deductions that will be made from the employee salary/wage must + Leave vv + Working hours + Any other relevant answer related to the aspects included in an NOTE: Mark the first TWO (2) only. Max (4) Frease Tun Over ### Page 8 58 59 Coppight Reserved Businase Stucies Downloaded from hlayiso.com » June 2016 Common Test \eermotanaurn Bonefits of induction + Inereasos quality of performanceprocuctiviy v¥ + Allows new employees to settle n quickly and work effectively. “¥ + Ensures that new employees understands rules end restrictions in the business. vv +The resulls oblained during the induction process provide a base for focussed training. v¥ + Mirimises the need for on-going training and development. 7 + New employees may establish relationships with fellow employees at diferent levels. + Employees vill be familiar with organisational structures, €.@. who are their supervisorsitow level managers. vv + Opportunities are created for new employees fo experience/explore different depariments. “~ + New employees will understand their ole/responsibiities concerning safely regulations end rules. ¥ + New employees will know the layout of the buldingifactoryiofficesiwnere everything is, which saves production time. “¥ + Learn more about the business so that new employees understand their roles/ responsibilies in order to be move efficient. ¥ 7 + Make new employees feel at ease in the workplace, which recuces anxiely/ insecurity'tear. + Company policies are communicated, regarding conduct and procedures! safely and securityiemployment contract/conditions of ernployment’ ‘working hours! leave. 7/7 + Realistic expectations for now employees as well as the business are created ¥¥ + New employees may feel part of the tear resulting in positve morale and motivation. v¥ + Employees may have a better understending of business policies regarding ethiceliprofessional conducyproceduresiCSR, vv etc Any olher relevent answer related to the benefits of induction. Max (6) Impact of TQM if poorly implemented «Setting unrealistic deadtines ¥ thal may nol be achieved. ¥ + Employees may not be adequately trained ¥ resulting in poor quality + Decline in productivity, ¥ because of stoppages. v «Businesses may not be able to make necessary changes to salisfy + The reputation of the business v may sulfer because of faulty goods. v + Customers will have many alternatives to choose from ¥’ and the. ‘+ Investors might withdraw investment, v if there is @ decline in profits. “ + Bad publicity 7 due to poor quality products supplied. ~ + Decline in sales, v’ as returns from unhappy customers’ increase. ¥ «High siaff turnover, / because of poor skils development. ¥ + Undocumented quality control systems!processes ¥ could result in Any other relevant answer related to the negative impact resulting Max (6) (60) Flesee Tum Over stone 2076 Gommean Test SECTION C 64 QUESTION 4 6.2 Copyright Reserved BUSINESS ENVIRONMENT Introduction The Labour Relations Act provides a detailed and comprehensive outline of the rights of employers and employees. ¥ The Labour Relations Act was passed to redress the inequalities of the past and to repeal laws that were diseriminatory. “ ‘The Labour Relations Act is guided by the Constitution which protects the rights of employees and employers. 7 + Any other relevant introduction relating the Labour Relations Act. (2x 1)(2) Rights of employoes and omployers as specified in the Labour Relations Act Rights of employees 4 Right to fair ¥ labour practices. ¥ + Right to organise 7 end bargain collectively. 65 4+ Right to correct ¥ and fair dismissal procecures. v + Right to form v and belong to trade unionifreedom of association ¥ Right to take part in legel strike + or emberk on other forms of legal Right to take part in a pickel to support a protected strike or oppose & Right to participate vin the election of office bearers or trade union Right to stand for election v and eiigible for appointment as an office Right to not be discriminated against in the work piace, v as all employees Right to a fair representation v during disciplinary hearings/arievance end Right to form workplace forums ~ to resolve workplace issues. “ Right to take reasonable time off, ¥ to perform their trade union cuties. Any other relevant answer related to the rights of employees specified in the Labour Relations Act ‘Sub-max. (6) Rights of employer Right to participate in forming an employers organisation, “ join the organisation. ¥ Right to a lavdul lock-ouls ¥ when employees embark on e strikelindustial Right to perticipate ~ in the election of office bearers or employers’ Right fo stanc for election v and eligible for appointment as an office bearer Right not to pay an employee ¥ who has leken part in a protected sirike for Right to dismiss 7 employees who engage in unprotected strikes. ~ Right to claim compensation ¥ via the Labour Court for losses suffered as a Right to protection v of business interests in labour related issues. ~ Any other relevant answer related to the rights of business! employer Sub mex. (6) Max (10) Please Tun Over Copyught Reserves Business Slucies Copyright Reserved June 2018 Comman Tes NSC - Meroterd Purpose of the Labour Relations Act Provides a framework where the employees, trade unions and employers ‘work together v” to discuss matters relating fo employment, e.g wages, conditions of employment. ¥ Promotes orderly negotiations and employee participation v in decision making in the workplace. ¥ Promotes resolution ¥ of labour disputes. ¥ Promotes fair ¥ employment practices, ¥ Oullines the relationship ¥ between employees and employers. ¥ Provides simple procedures ¥ for the registration of trade unions and employers’ organisations. ¥ Regulates the rights of trace unions and facilitates “ collective bargaining. ~ Reguiates the effectiveness of bargaining councils “ and statutory councils. Allows workplace forums “ where employees may participate in decision- making. ¥ Establishes the Commission for Conciliation, Mediation and Arbitration (CCMA) to resolve labour disputes ¥ through statutory conciliation, mediation and arbitration. ¥ Endorses the right to strike against retrenchments, “ and faciliates labour disputes. ¥ Clarifies the transfer of contracts of employment procedures. ¥ Establishes Labour Courts and Labour Appeal Courts ¥ to deal with labour issues. 7 Offers codes “of good practice, ¥ Deals with ¥ strikes and lockouts and workplace forums. ¥ Establishes workplace forums to promote ¥ the interest of all employaes in the workplace whether they belong to the trade union or not. Any olher relevent answer related to the purpose of the Labour Relations Aci Max (12) Pieese Tun Ove 2 Jone 2018 Commen Test NSC ~ Mamorandien Actions regarded as discriminatory by the LRA. Untairilegal dismissal ~ of employees. Cancellation of employees’ contract by @ new ownerfemployer ¥ when a business is sold! transferred. ¥ Refusing the formation/recognition ¥ of workplace forums. ” Refusing to give workplace forum members time off v” wit pay for attending meetings during working hours. ¥ Forcing emplayees ~ {o give up trade union membership. ¥ Proventing employees ¥ from joining trade unions. Refusing leave to trade union representatives ¥ to attend trade union activities. Breaching of collective agreements/resolution mechanisms ¥ by either employeriemployee. ¥ Not allowing employees ¥ to take part in legal sirikes. ¥ / Not adhering lo the right ~ of employees to strike when legalised. Any other relevant answer related to actions regarded as, discriminatory by the LRA Max (10) Impact on businesses Positives Protests the rights/intorests of businesses ¥ in labour related issues. ¥ Protects employers who embark on lavful lock-ouls ¥ when necotiations between parties fail, “ Eneures participation of all parties in colleciive bargaining/decision- making ¥ which leads to reducing conflict in the workplace. ~ Latour disputes are seltled quicker ¥ and are less expensive, ¥ + Workplace forum can be tasked to resolve workplace issues ¥ as they take part in decision making. “ Provides for dispute resolution through consensus ¥ between organised labour, the business and the state, 7 Provides mechanisms, v e.g. statutory councils, collective bargaining and CCMA to settle labour disputes. ¥ Prevents unfair discrimination in the workplace ¥ as all employees should be given the seme opportunities. The Act gives the employers the right to dismiss ¥ employees who engage in unprotected sinkes. Employers may claim compensation ¥’ via the Labour Court for losses suffered as a result of unprotected strikes. ¥ Any other relevant ansvier related to positive impact of the LRA on businesses. ANDIOR Pioase Turn Over Text truncated here. 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