Business Studies Grade 12 Western Cape Mock 2019 Memo (Eng)

Downloaded from hlayiso.com WCED OVERBERG NATIONAL SENIOR CERTIFICATE GRADE 12 BUSINESS STUDIES SEPTEMBER 2019 MEMORANDUM AND MARKING GUIDELINES MARKS: 300 TIME: 3 hours This marking guideline consists of 46 pages. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 2 SEP 2019 NOTES TO MARKERS PREAMBLE The notes to markers are provided for quality assurance purposes to ensure the following: (a) Fairness, 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 markers across the district (d) Implement appropriate measures in the teaching, learning and assessment of the subject at schools/institutions of learning 1. For marking and moderation purposes use the following colours: Marker: Red Internal moderator: Green 2. Candidates' responses must be in full sentences for SECTIONS B and C. However, this would depend on the nature of the question. 3. Comprehensive marking guidelines have been provided but this is by no means exhaustive. Due consideration should be given to an answer that is correct, but: • 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 unclear or indicates some understanding, part-marks should be awarded, for example, one mark instead of the maximum of two marks.) 5. The word 'Sub-max' is used to facilitate the allocation of marks within a question or sub-question. 6. The purpose of circling marks (guided 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. 7. Subtotals to questions must be written in the right-hand margin. Circle the subtotals as indicated by the allocation of marks. This must be guided by 'max' in the marking guidelines. Only the total for each question should appear in the left-hand margin next to the appropriate question number. 8. In an indirect question, the theory as well as the response must be relevant and related to the question. Copyright reserved Please turn over

Downloaded from hlayiso.com 9. Incorrect numbering of answers to questions or sub-questions in SECTION A and B will be severely penalised. Therefore, correct numbering is strongly recommended in all sections. 10. No additional credit must be given for repetition of facts. Indicate with a 'R'. 11. Note that no marks will be awarded for indicating Yes/No in evaluation type questions requiring substantiation or motivation. (Applicable to SECTIONS B and C) 12. The differentiation between 'evaluate' and 'critically evaluate' can be explained as follows: 12.1 When 'evaluate' is used, candidates are expected to respond in either a positive/negative manner or take a neutral (positive and negative) stance, e.g. Positive: 'COIDA eliminates time and costs spent√ on lengthy civil court proceedings.'√ 12.2 When 'critically evaluate' is used, candidates are expected to respond in either a positive/negative manner or take a neutral (positive and negative) stance. In this instance candidates are also expected to support their responses with more depth, e.g. 'COIDA eliminates time and costs spent√ on lengthy civil court proceedings√, because the employer will not be liable for compensation to the employee for injuries sustained during working hours as long as it can be proved that the business was not negligent.'√ NOTE: The above could apply to 'analyse' as well. 13. The allocation of marks must be informed by the nature of the question, cognitive verb used, mark allocation in the marking guidelines and the context of each question. Cognitive verbs, such as: 13.1 Advise, name, outline, state, mention, recommend, suggest, motivate (list not exhaustive) do not usually require much depth in candidates' responses. Therefore, the mark allocation for each statement/answer appears at the end. 13.2 Describe, explain, discuss, elaborate, justify, devise, analyse, evaluate, critically evaluate, compare, distinguish, differentiate (list not exhaustive) require a greater depth of understanding, application and reasoning. Therefore, the marks must be allocated more objectively to ensure that assessing is conducted according to established norms so that uniformity, consistency and fairness are achieved. Copyright reserved

Downloaded from hlayiso.com Business Studies 4 SEP 2019 14. SECTION B 14.1 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. 14.2 If two facts are written in one sentence, award the candidate FULL credit. Point 14.1 above still applies. 14.3 If candidates are required to provide their own examples/views, brainstorm this with your colleagues to finalise alternative answers. 14.4 Use of the cognitive verbs and allocation of marks: 14.4.1 If 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 marking guidelines) • Explanation 1 mark The 'fact' and 'explanation' are given separately in the marking guidelines to facilitate mark allocation. 14.4.2 If 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 marking guidelines. 14.5 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 SECTIONS B and C in particular (where applicable). 15. SECTION C 15.1 The breakdown of the mark allocation for the essays is as follows: Introduction Maximum: Content 32 Conclusion Insight 8 TOTAL 40 Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 5 SEP 2019 15.2 Insight consists of the following components: Layout/Structure Is there an introduction, a body and a conclusion? 2 Analysis and Is the candidate able to break down the question into 2 interpretation headings/sub-headings/interpret it correctly to show understanding of what is being asked? Marks to be allocated using this guide: All headings addressed: 1 (One ‘A’) Interpretation (16 to 32 marks) 1 (One ‘A’) Synthesis Are there relevant decisions/facts/responses made based 2 on the questions? Marks to be allocated using this guide: No relevant facts: 0 (Two '-S') Some relevant facts: 1 (One '-S') Only relevant facts: 2 (No '-S') Option 1: Where a candidate answers 50% or more of the question with only relevant facts; no '-S' appears in the left margin. Award the maximum of TWO (2) marks for synthesis. Option 2: Where a candidate answers less than 50% of the question with only OR some relevant facts; one '-S' appears in the left margin. Award a maximum of ONE (1) mark for synthesis. Option 3: Where a candidate answers less than 50% of the question with no relevant facts; two '-S' appear in the left margin Award a ZERO mark for synthesis. Originality Is there evidence of examples, recent information, current 2 trends and developments? TOTAL FOR INSIGHT: 8 TOTAL MARKS FOR FACTS: 32 TOTAL MARKS FOR ESSAY (8 + 32): 40 NOTE: 1. No marks will be awarded for contents repeated from the introduction and conclusion. 2. The candidate forfeits marks for layout if the words INTRODUCTION and CONCLUSION are not stated. 3. No marks will be allocated for layout, if the headings INTRODUCTION and CONCLUSION are not supported by an explanation. 4. With effect from November 2017 a candidate will be awarded a maximum of ONE (1) mark for headings/sub-headings and ONE (1) mark for interpretation (16 or more out of 32 marks). This applies specifically to the analysis and interpretation part of insight. 15.3 The breakdown of marks is indicated at the end of the suggested answer/ marking guidelines to each question. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 6 SEP 2019 15.4 Mark all relevant facts until the SUB MAX/MAX mark in a subsection has been attained. Write SUB MAX/MAX after maximum marks have been obtained. 15.5 At the end of each essay indicate the allocation of marks for facts and marks for insight as follows: (L – Layout, A – Analysis, S – Synthesis, O – Originality) as in the table below. CONTENT MARKS Facts 32 (max.) L 2 A 2 S 2 O 2 TOTAL 40 15.6 When awarding marks for facts, take note of the sub-maxima indicated, especially if candidates do not make use of 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.) 15.7 If the candidate identifies/interprets the question INCORRECTLY, then he/she may still obtain marks for layout. 15.8 If a different approach is used by candidates, ensure that the answers are assessed according to the mark allocation/subheadings as indicated in the marking guidelines. 15.9 15.9.1 Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers. 15.9.2 With effect from November 2015, the TWO marks will not necessarily appear at the end of each completed sentence. The ticks (√) will be separated and indicated next to each fact, e.g. 'Product development is a growth strategy/where businesses aim to introduce new products√ into existing markets.'√ This will be informed by the nature and context of the question, as well as the cognitive verb used. 15.10 With effect from November 2017, the maximum of TWO (2) marks for facts shown as headings in the marking guidelines, will not necessarily apply to each question. This would also depend on the nature of the question. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 7 SEP 2019 SECTION A (COMPULSORY) QUESTION 1 1.1 1.1.1 B √√ 1.1.2 D √√ 1.1.3 A √√ 1.1.4 C √√ 1.1.5 D √√ 1.1.6 C √√ 1.1.7 B √√ 1.1.8 B √√ 1.1.9 B √√ 1.1.10 C √√ (10 x 2) (20) 1.2 1.2.1 tertiary √√ 1.2.2 skills development levy √√ 1.2.3 RSA Retails Savings Bonds √√ 1.2.4 problem solving √√ 1.2.5 fringe √√ (5 x 2) (10) 1.3 1.3.1 B √√ 1.3.2 I √√ 1.3.3 J √√ 1.3.4 A √√ 1.3.5 F √√ (5 x 2) (10) TOTAL SECTION A: 40 BREAKDOWN OF MARKS QUESTION 1 MARKS 1.1 20 1.2 10 1.3 10 TOTAL 40 Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 8 SEP 2019 SECTION B Mark the FIRST THREE answers ONLY. QUESTION 2: BUSINESS ENVIRONMENTS 2.1 FOUR pillars of BBBEE Option 1 - Ownership√ - Management√ - Employment Equity√ - Skills development√ - Enterprise development √ - Supplier development/Preferential procurement√ - Socio economic development/Corporate social investment√ OR Option 2 - Ownership√ - Management control√ - Skills development√ - Enterprise and supplier development√ - Socio economic development√ NOTE: Mark the first FOUR (4) only. (4 x 1) (4) 2.2 Purpose of LRA - Provides a framework/structure for labour relations between employers/ employees/trade unions/employer organisations. √√ - Promotes/Facilitates collective bargaining at the workplace/at sectorial level.√√ - Promotes workplace forums to accommodate employees in decision making.√√ - Provides for the right to lock-out by the employer as a reaction to lengthy strikes. √√ - Promotes fair labour practice between the employers and employees. √√ - Clarifies the transfer of employment contracts between the existing and new employers. √√ - Promotes simple procedures for the registration of trade unions/employer organisations. √√ - Advances economic development/social justice/labour peace to ensure that the workplace maintains the basic rights of employees. √√ - Establishes the Commission for Conciliation, Mediation and Arbitration (CCMA) for dispute resolutions/Makes provision for settling labour disputes.√√ - Establishes Labour Courts and Labour Appeal Courts. √√ - Any other relevant answer related to the purpose of the LRA. Max (8) 2.3 BCEA provisions from the statements 2.3.1 Sick leave √√ 2.3.2 Prohibition of Child- and Forced Labour √√ 2.3.3 Overtime √√ 2.3.4 Termination of employment √√ (8) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 9 SEP 2019 2.4 Legislation 2.4.1 Compensation for Occupational injuries and Diseases Act, 1997 (Act 61 of 1997)/Compensation for Occupational Injuries and Diseases Act, 1993 (Act 130 of 1993)/Compensation for Occupational Injuries and Diseases Act/COIDA. √√ (2) Motivation: An employee of African Safari Game Reserve lost his hand due to an injury sustained while performing his duties/Management is refusing to submit the claim to the Compensation fund/They did not register the employee with the Commissioner of the Compensation Fund. √ (1) NOTE: Do not award marks for the motivation if the Act was identified incorrectly. Max (3) 2.4.2 Penalties for non-compliance - African Safari Game Reserve can be fined √ for refusing to lodge the claim/contravening the Act. √ - ASR can be forced to make large payments √ if it did not take the necessary precautions according to the Act. √ - ASR can be forced to pay any recovery costs √ required by the Compensation Fund. √ - The employee may take ASR to court √ for not registering him/her with the Commissioner of the Compensation Fund. √ - If ASR is found guilty of any misconduct√, they will have to pay large penalties/face imprisonment. √ - Any other relevant answer related to penalties for non-compliance with COIDA. Max (4) 2.4.3 Recommendations on ways to comply with COIDA - ASR should provide a healthy/safe working environment. √√ - Keep records of employees' income and details of work for four years.√√ - Report all incidents causing death / injury / illness of employees. √√ - Submit returns of earnings by no later than 1 March annually. √√ - Pay levies to the Compensation Fund. √√ - Ensure that the premises / equipment / machinery are in good working condition. √√ - Allow regular assessment of the workplace by inspectors in order to determine the level of risk their employees are exposed to. √√ - ASR may not make deductions for COIDA from employees' remuneration packages. √√ - ASR must ensure that claims are lodged within twelve months of the date of the accident. √√ - Any other relevant answer related to ways in which businesses can comply with COIDA. TAKE NOTE: Do not award marks for registration with the Compensation Commissioner - scenario. Max (6) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 10 SEP 2019 2.5 Types of diversification strategies - Concentric diversification√√ o The business adds a new product or service that is related to existing products and which will appeal to new customers.√ o Occurs when a business wants to increase its product range and markets.√ o Any other relevant answer related to concentric diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) - Horizontal diversification√√ o The business adds new products or services that are unrelated to existing products, but which may appeal to existing customers.√ o Occurs when a business acquires or merges with a business that is at the same production stage, but it may offer a different product.√ o Any other relevant answer related to horizontal diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) - Conglomerate diversification√√ o The business adds new products or services that are unrelated to existing products which may appeal to new groups of customers.√ o Conglomerate diversification means that a business grows into new products, services and markets.√ o Any other relevant answer related to conglomerate diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) NOTE: Mark the first THREE only. Max (9) 2.6 Challenges of business environments and extent of control BUSINESS EXTENT OF CHALLENGES ENVIRONMENT CONTROL (a) A recent cyclone destroyed 40% of Macro √√ No Control √ its sugar cane crops √ (b) Production at its factory has come to a standstill/machinery broke Micro √√ Full control √ down/poor maintenance√ (c) The demand for its products has Limited decreased/customers are looking Market √√ control/Little for healthier alternatives. √ influence √ Max (3) Max (6) Max (3) Max (12) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 11 SEP 2019 1. Mark the FIRST challenge for each environment only. 2. If the business environment is not linked to the challenge, mark the challenge only. 3. Award full marks for the business environment even if the challenge is not quoted in full. 4. The extent of control must be linked to the business environment. 5. Do not award marks for the extent of control if the business environment is not mentioned. 6. Accept in any order. 2.7 Conduct of the strategic management process OPTION 1 - Businesses should have a clear vision, a mission statement and measurable/ realistic objectives in place.√√ - Formulate alternative strategies to respond to the challenges.√√ - Develop (an) action plan(s), including the tasks to be done/deadlines to be met/ resources to be procured√√, etc. - Implement selected strategies by communicating it to all stakeholders/organising business resources/motivating staff.√√ - Businesses should continuously evaluate, monitor, measure strategies in order to take corrective action.√√ - Any other relevant answer related to the conduct of the strategic management process. OR OPTION 2 - Businesses should review their vision statement.√√ - Analyse/Re-examine mission statement.√√ - Formulate a strategy, such as a defensive/retrenchment strategy.√√ - Implement a strategy, using a template such as an action plan.√√ - Control/Evaluate/Monitor the implemented strategy to identify gaps/deviations in implementation.√√ - Businesses should take corrective action√ to ensure goals/objectives are met.√√ - Any other relevant answer related to the conduct of the strategic management process NOTE: The steps may be in any order. Max (6) [60] BREAKDOWN OF MARKS QUESTION 2 MARKS 2.1 4 2.2 8 2.3 8 2.4.1 3 2.4.2 4 2.4.3 6 2.5 9 2.6.1 3 2.6.2 6 2.6.3 3 2.7 6 TOTAL 60 Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 12 SEP 2019 QUESTION 3: BUSINESS VENTURES 3.1 Factors to be considered when making investment decisions - Return on investment (ROI) √ - Risk√ - Investment term/period√ - Inflation rate√ - Personal budget√ - Liquidity√ - Tax implications/Taxation√ - Investment planning factors√ - Fluctuations/Volatility of investment markets/Economic stability√ - Track record/History/Performance of the business/sector to be invested in√ - Additional costs/Administration fees/Brokerage applicable to the type of investment √ - Any other relevant examples related to investment decisions. NOTE: Mark the first TWO (2) only. (2 X 1) (2) 3.2 Government/RSA retail bond Positives/Advantages - Guaranteed returns √ as interest rate is fixed for the whole investment period.√ - Interest rates are market related √ and attract more investors. √ - Interest can be received√ twice a year. √ - Investment may be easily accessible √ as cash may be withdrawn after the first twelve months. √ - Low risk/Safe investment √ as it is invested with the South African Government which cannot be liquidated. √ - It is an affordable type of investment √ for all levels of income earners including pensioners. √ - Retail bonds are easily/conveniently obtained √ electronically/from any Post Office/directly from National Treasury. √ - No charges/costs/commissions payable on this type of investment. - Interest is usually higher √ than on fixed deposits. √ - Retail bonds are listed on the capital bond markets√ on the JSE. √ - Investors younger than 18 years/Minors may invest with the help of a legal guardian√ which encourages saving from a young age. √ - Any other relevant examples related to positive impact/advantages of Government/RSA retail bond AND / OR Negatives/Disadvantages - Retail bonds cannot be ceded to banks √ as security for obtaining loans. √ - A minimum of R1 000 must be invested √ which may be difficult for some small investors to accumulate. √ - Retail bonds are not freely transferable√ amongst investors. √ - Investors need to have valid SA identification √ should be older than 18 years which may discourage foreigners/young people to invest. √ - Penalties are charged for early withdrawals √ if the savings is less than 12 months old. √ - Any other relevant examples related to negative impact/disadvantages of Government/RSA retail bond (4 X 2) (8) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 13 SEP 2019 3.3 Forms of ownership 3.3.1 Sole trader/Sole proprietorship √√ (2) Motivation: Mandla is the only owner of the business and is also responsible for all business risks and functions. (1) NOTE: Do not award marks for the motivation if the form of ownership was not correctly identified. Max (3) 3.3.2 Success and/or failure of a sole trader SUCCESS FAILURE Division of - Owner receives all - Profits may not be large profits profits √ from the enough √ for expansion. business. √ √ - The owner may use - Profits may not cover √ profit √ to expand the all business' business.√ debts√/Owner may decide √ not to expand. √ - Any other relevant - Any other relevant answer related to the answer related to the influence of the division influence of the division of profits on the success of profits on the failure of of a sole trader. a sole trader. Sub Max (4) Legislation - It is easy/inexpensive √ - Business may only to start. √ qualify for more loans √ if they are licenced /√ Loans √ are not easily obtainable. √ - There are limited - Business has no legal regulatory requirements√ entity/unlimited liability√ regarding the name of and the owner can be the business. √ sued/held responsible for the debts of the business. √ - It is not compulsory √ to - Business has no have financial continuity √ / as it statements audited. √ depends on the life of the owner. √ - Any other relevant - Any other relevant answer related to the answer related to the influence of legislation on influence of legislation on the success of a sole the failure of a sole trader. trader. Sub Max (4) Taxation - Owner only taxed on - If profits get too big √ profits √ in personal may end up paying high capacity. √ tax in personal capacity. √ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 14 SEP 2019 SUCCESS FAILURE Taxation - Depending on how much - Failure by the owner to (continues) income the owner earns comply with personal √ his/her tax rate may be income tax regulations √ lower than the company could lead to substantial tax rate. √ financial penalties - If the owner earns below imposed by SARS. √ a certain threshold √ amount per year, no income tax is payable √ and the business’s profits are thus not taxed. √ - Any other relevant - Any other relevant answer related to the answer related to the influence of taxation on influence of taxation on the success of a sole the failure of a sole trader. trader. Sub Max (4) NOTE: The answers do not have to be in tabular format. The success and/or failure factors must relate to sole trader/sole proprietorship. Max (12) 3.4 Interest 3.4.1 EAST BANK: Simple interest FORMULA: Interest = P x R x T √ R50 000√ x 9% x 2 years√ = R9 000√ 1. Allocate full marks (3) if the answer is correct and no workings are shown. 2. If workings were shown correctly, but the final answer is wrong, award a maximum of TWO marks. 3. If the answer is incorrect, award a maximum of ONE mark for the understanding of concept and method. 4. If there are no workings shown and the answer is incorrect, allocate a ZERO mark. Max (3) 3.4.2 WEST BANK: Compound interest Option 1 Year 1: R50 000√ x 9% = R4 500 √ Year 2: R54 500√ x 9% = R4 905 √ Total interest = R9 405 √ OR n Option 2 FORMULA: P x (1 + r) √ R50 000 √ x (1+9/100)2 √ R50 000 x (1.09)2 =R59 405√ Total interest = R59 405- R50 000 = R9 405√ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 15 SEP 2019 1. Allocate full marks (4) if the answer is correct and no working are shown. 2. If workings were shown correctly, but the final answer is wrong, award a maximum of THREE marks. 3. If the answer is incorrect, award a maximum of ONE mark for the understanding of concept and method. 4. If there are no workings shown and the answer is incorrect, allocate a ZERO mark. Max (4) 3.4.3 Best investment option Compound interest √√ (2) Motivation Compound interest yields a higher interest of R9 405 than the simple interest/Leicester earns interest on interest accrued. √ (1) NOTE: Do not award marks for the motivation if the best investment option was not identified. Max (3) 3.5 Leadership styles 3.5.1 Autocratic leadership style Positives/Advantages - Quick decisions can be taken √ without consulting/considering followers/ employees. √ - Work gets done√ in time/on schedule. √ - Line of command/communication is clear √ as it is top-down/followers know exactly what to do. √ - Direct supervision and strict control √ ensure high quality products/service. √ - Provides strong leadership √ which makes new employees feel confident and safe. √ - Works well in large companies √ where consultation with every employee is impractical. √ - Clear guidance can be given √ to low-skilled/inexperienced/new staff.√ - Useful in a crisis/urgent situation √ e.g. after an accident/meeting tight deadlines. √ - Any other relevant answer related to the positive impact/advantages of autocratic leadership style. AND / OR Negatives/Disadvantages - Leaders and followers may become divided √ and may not agree on ways to solve problems. √ - Workers can become demotivated √ if their opinions/ideas are not considered. √ - De-motivated workers impact negatively √ on productivity. √ - New/Creative/Cost reducing ideas may not be used √ / implemented / never be considered. √ - Followers may feel that they are not valued √ resulting in high absenteeism/high employee turnover. √ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 16 SEP 2019 - Experienced/Highly skilled workers will resist an autocratic leadership √ style because it results in slow growth/low participation/less creativity. √ - Any other relevant answer related to the positive impact/advantages of autocratic leadership style. Max (4) 3.5.2 Transactional leadership style Positives/Advantages - Encourages employees to work hard √ because they will receive rewards. √ - Improves employees' productivity√ and morale. √ - Business goals and objectives can be achieved √ as employees are motivated. √ - Employees know √ what are expected of them. √ - Disciplinary action procedures √ are well communicated. √ - Any other relevant answer related to the positive impact/advantages of transactional leadership style. AND / OR Negatives/Disadvantages - Employees may become bored√ / lose creativity as they have to follow rules/ procedures. √ - A transactional leader will have to monitor the work performance of employees √ to ensure that expectations are met. √ - Managing/controlling employees √ may be time-consuming. √ - Some employees may be demoralised/ unmotivated √ if they fail to reach/meet targets despite having worked very hard. √ - Not suitable for team work √ as all team members can be punished for poor performance caused by one team member. √ - Any other relevant answer related to the positive impact/advantages of transactional leadership style. Max (4) 3.6 Presentations 3.6.1 ‘suggestions from the client was written on the board, captured and emailed to the purchasing department of PPC’/ ‘written on the board, captured and emailed’ √ (1) 3.6.2 Effectiveness of interactive whiteboards/smart boards Positives/Advantages - Images can be projected directly from a computer √, so no external - projector/devices necessary. √ - Special pens allow the presenter to write on the board √ while prepared images are displayed. √ - Additional notes that was added during the presentation√ can be captured on computer after the presentation. √ - Can be controlled by the touch of a finger √, so the presenter can move away from the computer during the presentation. √ - Easy to combine√ with sound/other visual aids. √ - Useful to capture feedbacks/ and new ideas. √ - Any other relevant answer related to the positives/advantages of interactive whiteboards/smart boards as a visual aid. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 17 SEP 2019 AND/OR Negatives/Disadvantages - Can only be used by a presenter who knows √ the unique features of the interactive whiteboard/smart boards and uses it to its full potential.√ - Cannot be connected to any computer √ as a special software license is needed to be able to use it. √ - Technical challenges may render it ineffective √, e.g. loss of signal while using it. √ - Any other relevant answer related to the negatives/disadvantages of interactive whiteboards/smart boards as a visual aid. Max (8) 3.6.3 Factors to be considered during a presentation - Establish credibility by introducing yourself as the presenter at the start.√√ - Mention/Show most important information first.√√ - Make the purpose/main points of the presentation clear at the start of the presentation.√√ - Use suitable section titles/headings/sub-headings/bullets.√√ - Summarise the main points of the presentation to conclude the presentation.√√ - Stand in a good position/upright, where the audience can clearly see the presenter/presentation.√√ - Avoid hiding behind equipment.√√ - - Do not ramble on at the start, to avoid losing the audience/their interest.√√ - Capture listeners' attention/Involve the audience with a variety of methods, e.g. short video clips/sound effects/humour√√, etc. - Maintain eye contact with the audience.√√ - Be audible to all listeners/audience.√√ - Vary the tone of voice/tempo within certain sections to prevent monotony.√√ - Make the presentation interesting with visual aids/anecdotes/examples/ Use visual aids effectively.√√ - Use appropriate gestures, e.g. use hands to emphasize points.√√ - Speak with energy and enthusiasm.√√ - Pace yourself/Do not rush or talk too slowly.√√ - Keep the presentation short and simple.√√ - Conclude/End with a strong/striking ending that will be remembered.√√ - Ensure that the audience will leave with/take away specific information/benefits.√√ - Include a statement/quote that will allow a professional/striking ending.√√ - Manage time effectively to allow time for questions.√√ - Any other relevant answer related to factors to be considered during a presentation. NOTE: Only accept factors to be considered DURING the presentation Max (8) [60] Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 18 SEP 2019 BREAKDOWN OF MARKS QUESTION 3 MARKS 3.1 2 3.2 8 3.3.1 3 3.3.2 12 3.4.1 3 3.4.2 4 3.4.3 3 3.5.1 4 3.5.2 4 3.6.1 1 3.6.2 8 3.6.3 8 TOTAL 60 QUESTION 4: BUSINESS ROLES 4.1 Economic rights of employees - No forced labour √ - Free to accept/choose a job√ - Fair salaries and wages/Equal pay √ - Fair/Reasonable working hours √ - Safe and healthy working conditions √ - Right to form/belong to a trade union √ - Right to participate in a legal strike √ - Any other relevant answer related to the economic rights of employees. NOTE: 1. Mark the first THREE (3) only. (3 X 1) (3) 4.2 Ethics UNETHICAL BUSINESS PRACTICE TYPES RECOMMENDATIONS 4.2.1 4.2.2 4.2.3 Wants to have an Sexual - Educate employees on sexual intimate relationship harassment harassment. √√ with Ben in exchange √√ - Create a working environment for a promotion. √ where all are respected. √√ - Implement complaints and disciplinary procedures. √√ - Formulate a policy regarding sexual harassment. √√ - Internal investigation should be made in order to determine the seriousness of the harassment.√√ - Serious matter should be reported to SAPS. √√ - Ensure compliance with the law / business code of conduct. √√ - Any other relevant strategy related to how the business should deal with sexual harassment. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 19 SEP 2019 Charney also uses the Unauthorised - Conduct regular audits. √√ company's petrol card use of - Create awareness on the impact of for personal trips. √ workplace unauthorised use of resources. √√ funds and - Identify vulnerable areas like the resources √√ petrol card. √√ - Combat misuse through internal control. √√ - Formulate a strategy for the correct use of funds / resources and communicate it to the workers. √√ - Limit the number of employees that have access to the petrol cards and require slips from them. √√ - Give a written warning to Charney and refund it from her pay at the end of the month. √√ - Get a log book with time schedules that must be signed by the receiving company. √√ - Put a monitoring GPS in the delivery vehicles. √√ - Any other relevant recommendation regarding the misuse of funds / resources. She is often absent Abuse of - Speak directly to employees who from work on Fridays. √ worktime√√ abuse work time. √√ - Structure working hours that employees have free / flexible time for personal matters. √√ - Formulate a policy for the correct use of worktime. √√ - Create a culture of work ethics and team work in the workplace.√√ - Any other relevant recommendation regarding the abuse of worktime. Max (3) Max (6) Max (6) 4.3 Impact of Corporate Social Investment on a business Positives/Advantages - Businesses may attract experienced employees/increase the pool of skilled labour √ which could increase productivity. √ - Positive/Improved image √ as the business looks after employees/conducts itself in a responsible way. √ - May have a competitive advantaged, resulting in good publicity√ an improved reputation. √ - Promotes customer loyalty √ resulting in more sales. √ - CSI projects √ may be used as a marketing strategy to promote their products. √ - Businesses enjoy(s) the goodwill/support √ of communities. √ - CSI projects promote teamwork √ within businesses. √ - CSI helps to attract investors√ because of increased profits/ income. √ - Gives businesses tax advantages √ such as tax reduction/-rebates. √ - Assists in solving socio-economic issues √ like poverty/ unemployment√, etc. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 20 SEP 2019 - The government is less likely to enforce issues through legislation √ to businesses that voluntarily participate in CSI projects. √ - Employees feel as if they are making a difference √ in working for the business. √ - It helps to retain staff/lower staff turnover √ as employees' health and safety are considered. √ - Improves the health of its employees √ through focused CSI projects. √ - Any other relevant answer related to the positive impact/ advantages of CSI on a business. AND / OR Negatives/Disadvantages - Businesses may not be supported/Customers may not buy their products/ services √ resulting in a decrease in sales. √ - Small and medium enterprises find it difficult √ to implement CSI projects. √ - Detailed reports must be drawn up √, which can be time consuming. √ - Social spending reduces business/economic efficiency √ which makes it less competitive. √ - Social involvement is funded from business profits √ which could have been used to the benefit of customers/reduce prices. √ - CSI activities distract business focus √ from its core business functions. √ - Businesses may find it difficult √ to adhere to legislation governing CSI. √ - It can increase financial risk √, as programmes cost money and may impact negatively on profits. √ - It is difficult to accurately measure √ the effectiveness of social investment. √ - It is not easy to determine the exact needs of the communities √, which may result in fruitless expenditure on CSI. √ - Most managers are not trained/lack experienced √ to handle social programmes. √ - Employees may spend more time working on CSI project √ instead of focusing on their core duties. √ - Providing goods/services that meet the needs of consumers √, is according to some stakeholders, already socially responsible. √ - Shareholders may receive less dividends √, as some profits are spent on CSI. √ - Some shareholders/stakeholders might withdraw their support from the business √ as they feel that social issues should be the government's responsibility. √ - Any other relevant answer related to the negative impact/ disadvantages of CSI on a business. Max (8) 4.4 Stadia of team development - Forming stage√√ o Individuals gather information and impressions about each other and the scope of the task and how to approach it. √ o This is a comfortable stage to be in.√ o People focus on being busy with routines, such as team organisation e.g. who does what, when to meet each other√, etc. o Any other relevant answer related to the forming stage of team development. Stage (2) Explanation (1) Sub max (3) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 21 SEP 2019 - Storming√√ o At this stage, there is conflict √ because they confront each other with their ideas. √ o Members question other member's ideas and opinions√ as they all want to be the team leader. √ o Teams go through a period of unease/conflict√ after formation. √ o Different ideas from team members will compete √ for consideration. √ o Team members open up to each √ other and confront each other's ideas/perspectives. √ o Any other relevant answer related to the storming as a team towards a goal of team development. . Stage (2) Explanation (1) Sub max (3) - Norming/ Settling/ reconciliation√√ o Team members accept each other√ and set common goals and values for the team. √ o Team members form agreement √ and consensus on the way forward. √ o Roles and responsibilities are clear √ and accepted. √ o Processes, working style and respect develops. √ o Any other relevant answer related to the Norming/ Settling/ reconciliation as a team towards a goal of team development. . Stage (2) Explanation (1) Sub max (3) - Performing stage/Working as a team towards a goal√√ o Team members are aware of strategies and aims of the team. √ o They have direction without interference from the leader. √ o Processes and structures are set. √ o Leaders delegate and oversee the processes and procedures. √ o All members are now competent, autonomous and able to handle the decision making process without supervision. √ o Differences among members are appreciated and used to enhance the team’s performance.√ o Any other relevant answer related to the performing stage/working as a team towards a goal of team development . Stage (2) Explanation (1) Sub max (3) - Adjourning/Mourning stage√√ o The focus is on the completion of the task/ending the project. √ o Breaking up the team may be traumatic as team members may find it difficult to perform as individuals once again. √ o All tasks need to be completed before the team finally dissolves. √ o Any other relevant answer related to the adjourning/mourning stage of team development - Stage (2) - Explanation (1) - Sub max (3) Mark the first THREE (3) only. Max (9) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 22 SEP 2019 4.5 Problem solving technique 4.5.1 Delphi-technique √√ (2) Motivation: Management requested experts to suggest ways on how to solve their business problems. √ (1) NOTE: Do not award marks for the motivation if the problem solving technique was incorrectly identified. Max (3) 4.5.2 Advantages of the Delphi technique - Saving on costs√ as experts are not brought together. √ - Experts will give clear ideas/solutions√ on how to improve on low productivity/ profitability. √ - Panel members/Experts can give new information√ on problems. √ - Information received from experts√ can be kept confidential. √ - It reduces 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. √ - All experts are given an equal opportunity to give their opinions√, so no-one dominates the process. √ - Any other relevant answer related to the advantages of the Delphi technique. Max (8) 4.5.3 Ways to create an environment that stimulates creative thinking in the workplace - VCR must emphasise the importance of creative thinking to ensure that all staff know that their ideas will be heard. √√ - Make time for brainstorming sessions to generate new ideas, e.g. regular workshops/follow up sessions to build on one another's ideas.√√ - Place suggestion boxes around the workplace and keep communication channels open for new ideas. √√ - VCR should train staff in innovative techniques/creative problem solving skills/mind-mapping/lateral thinking. √√ - Encourage job swops within the organisation/studying how other businesses are doing things. √√ - Encourage alternative ways of working/doing things. √√ - Respond enthusiastically to all ideas and never let anyone feel less important. √√ - Reward creativity with reward schemes for teams/individuals that come up with creative ideas. √√ - Provide a working environment conducive to creativity, free from distractions. √√ - Any other relevant answer related to ways in which VCR can create an environment that stimulates creative thinking in the workplace. NOTE: The emphasis is 'on ways in which VCR can create an environment that stimulates creative thinking' NOT advantages. Do not award marks for 'encourage employees to come up with new ideas' Max (6) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 23 SEP 2019 4.6 Grievance procedure - An aggrieved employee must verbally report the incident/grievance to his/her supervisor/manager√, who needs to resolve the issue within 3 to 5 working days. √ - Should the employee and supervisor not be able to resolve the grievance√, the employee may take it to the next level of management. √ - The employee may move to a more formal process√ where the grievance must be lodged in writing/completes a grievance form the aggrieved employee must receive a written reply √ in response to the written grievance. √ - A grievance hearing/meeting must be held with all relevant parties present. √ - Minutes of the meeting must be recorded √ and any resolution passed must be recorded on the formal grievance form. √ - Should the employee not be satisfied√, then he/she could refer the matter to the highest level of management. √ - Top management should arrange a meeting √ with all relevant parties concerned. √ - Minutes of this meeting should be filed / recorded√ and the outcome decision must be recorded on the formal grievance form. √ - Should the employee still not be satisfied, he / she may refer the matter to the CCMA√ who will make a final decision on the matter. √ - The matter can be referred to Labour Court on appeal√ if the aggrieved person is not satisfied with the decision taken by the CCMA. √ - Any other relevant answer related to the correct procedure to deal with grievances in the workplace. NOTE: The procedure may be in any order. Max (8) [60] BREAKDOWN OF MARKS QUESTION 4 MARKS 4.1 3 4.2.1 3 4.2.2 6 4.2.3 6 4.3 8 4.4 9 4.5.1 3 4.5.2 8 4.5.3 6 4.6 8 TOTAL 60 Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 24 SEP 2019 QUESTION 5: BUSINESS OPERATIONS 5.1 Aspects to be included in an induction programme - Introduction to key people and immediate colleagues. √ - Safety regulations and rules. √ - Overview of the business. √ - Tour of the premises. √ - Discussion of the employment contract and conditions of service. √ - Discussion of employee benefits. √ - Information about the business products/services. √ - Meeting with senior management who will explain the company's vision/value descriptions/daily tasks. √ - Conditions of employment, e.g. working hours/leave application process / disciplinary procedures, etc. √ - Administration details on systems/processes/logistics. √ - Discussion of personnel policies, e.g. making private phone calls/using the Internet, etc. √ - Corporate social responsibility programmes. NOTE: Mark the first FOUR (4) only. Max (4) 5.2 Role of the interviewer - Allocate the same amount of time √ to each candidate. √ - Introduce members of the interviewing panel √ to each candidate / interviewee. √ - Make the interviewee feel at ease. √ - Explain the purpose of the interview √ to the panel and the interviewee. √ - Record interviewees' responses √ for future reference. √ - Do not misinform / mislead the interviewee. √ - Avoid discriminatory / controversial types of questions√ e.g. asking a female candidate about family planning/having children. √ - Provide an opportunity for the interviewee √ to ask questions. √ - Close the interview √ by thanking the interviewee for attending the interview√ - Any other relevant answer related to the role of the interviewer during the interview. (2) Role of the INTERVIEWEE - Greet the interviewer by name √ with a solid handshake and a friendly smile.√ - Listen carefully to the questions √ before responding. √ - Make eye contact √ and have good posture/body language. √ - Show confidence √ and have a positive attitude/be assertive. √ - Be inquisitive √ and show interest in the business. √ - Ask clarity seeking questions. √ - Show respect √ and treat the interview with its due importance. √ - Be honest about mistakes √ and explain how you dealt with it. √ - Know your strengths and weaknesses√ and be prepared to discuss it. √ - Any other relevant answer related to the role of the interviewee during the interview. NOTE: The answer should be based on the interviewer's / interviewee's role DURING the interview. Maks (4) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 25 SEP 2019 5.3 Differences between job description and job specification Job description Job specification - Describes duties/responsibilities/ of a - Describes the minimum acceptable specific job/ Summary √of the personal qualities/skills/ nature/type of the job. √ qualifications√ needed for the job.√ - Written description of the job√ and its - Written description of specific requirements.√ qualifications/skills/experience√ needed for the job.√ - Describes key performance areas for - Describes key requirements for the a specific job√ e.g. job title/ duties/ person who will fill the position√, e.g. working conditions/ locations of the formal qualifications/willingness to place of work/ relationship of the job travel/work unusual hours√, etc. with other jobs in the business√, etc. - Any other relevant answer related to - Any other relevant answer related to job description job specification Sub max (4) Sub max (4) NOTE: The answer does not have to be in tabular format. The differences must be clear but not linked. Award a maximum of FOUR (4) marks if the differences are not clear/Mark either job description or job specification. Award ONE mark for EACH example of job description and job specification. Max (8) 5.4 Recruitment/Selection 5.4.1 External recruitment √√ (2) Motivation: Mondi Paper Depot advertised a vacancy on the business’s social media page. NOTE: Do not award marks for the motivation if the type of recruitment was incorrectly identified. (1) Max (3) 5.4.2 Selection procedure/steps that MPD followed - MPD conducted preliminary interviews to select suitable candidates. √ - Compiled a shortlist of five candidates. √ - A written offer was made to the best candidate. √ NOTE: Only award marks for responses that are quoted from the scenario. Max (3) 5.4.3 Other selection procedure/steps Option 1: - MPD should determine fair assessment criteria on which selection will be based. √√ - Use the assessment criteria to assess all CV's/application forms received during recruitment/Preliminary screening is done by sorting the applications received according to the criteria for the job. √√ - Check that applicants are not submitting false documents such as forged certificates/degrees. √√ - Make a preliminary list of all applicants who qualify for the post. √√ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 26 SEP 2019 - MPD should screen and check references, e.g. check applicants' criminal records/credit history/social media√√, etc. - Inform all applicants about the outcome of the application. √√ - Invite the shortlisted applicants/candidates for an interview. Shortlisted candidates may be subjected to various types of selection tests, e.g. skills test. √√ - Any other relevant answer related to any other selection procedure/steps that may be considered. OR Option 2: - MPD should receive documents, e.g. application forms and sort it according to the criteria of the job. √√ - Evaluate CV's and screen the applicant. √√ - Check information in the CV's and contact references. √√ - MPD should assess/Test candidates who have applied for senior positions/to ensure the best candidate is chosen. √√ - Conduct interviews with shortlisted candidates. √√ - Any other relevant answer related to any other selection procedure/ steps that may be considered. NOTE: Procedure/Steps can be in any order. Do not award marks for responses quoted in QUESTION 5.3.2. Max (8) 5.5 Business Functions 5.5.1 Administrative function √√ 5.5.2 Purchasing function √√ 5.5.3 Financial function √√ 5.5.4 Marketing function √√ (4 x 2) (8) 5.6 Differences between quality control and quality assurance QUALITY CONTROL QUALITY ASSURANCE - Inspection of the final product√ to - Carried out during and after the ensure that it meets the required production process√ to ensure that standards.√ required standards have been met at every stage of the process.√ - Includes setting targets/measuring - Ensures that every process is aimed performance√ and taking corrective at getting the product right the first measures.√ time√ and prevents mistakes from happening again.√ - Checking raw materials/employees/ - The 'building in' of quality√ as machinery/workmanship/products√ opposed to 'checking for' quality.√ to ensure that high standards are maintained.√ - Any other relevant answer related to - Any other relevant answer related to the explanation of quality control. the explanation of quality assurance Sub max (4) Sub max (4) NOTE: The answer does not have to be in tabular format, but the difference must be clear. Award a maximum of FOUR (4) marks if the differences are not clear/mark either quality control or quality assurance. Max (8) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 27 SEP 2019 5.7 Role of quality circles - Quality circles solve problems related to quality and implement improvements. √√ - Investigate problems and suggest solutions to management. √√ - Ensure that there is no duplication of activities/tasks in the workplace. √√ - Make suggestions for improving systems and processes in the workplace. √√ - Improve the quality of products/services/productivity through regular reviews of quality processes.√√ - Monitor/Reinforce strategies to improve the smooth running of business operations. √√ - Reduce costs of redundancy in the long run. √√ - Increase employees' morale/motivation. √√ - Any other relevant answer related to the role of quality circles in improving the quality of products and services. Max (6) 5.8 Impact of TQM on the reduction of the cost of quality - Introduce quality circles√ to discuss ways of improving the quality of work/workmanship.√ - Schedule activities√ to eliminate duplication of tasks. √ - Share responsibility for quality output√ amongst management and workers. √ - Train employees at all levels√, so that everyone understands their role in quality management. √ - Develop work systems that empower employees√ to find new ways of improving quality. √ - Work closely with suppliers√ to improve the quality of raw materials/inputs. √ Improve communication about quality challenges/deviations√, so that everyone can learn from experience. √ - Reduce investment on expensive√, but ineffective inspection procedures in the production process. √ - Implement pro-active maintenance programmes for equipment/machinery√ to reduce/eliminate breakdowns. √ - Any other relevant answer related to the impact of TQM on the reduction of the cost of quality. Max (8) [60] BREAKDOWN OF MARKS QUESTION 5 MARKS 5.1 2 5.2 6 5.3 8 5.4.1 3 5.4.2 3 5.4.3 8 5.5 8 5.6 8 5.7 6 5.8 8 TOTAL 60 Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 28 SEP 2019 QUESTION 6: MISCELLANEOUS TOPICS BUSINESS ENVIRONMENTS 6.1 Defensive strategies - Retrenchment √ - Divestiture/Divestment √ - Liquidation √ NOTE: Mark the first THREE (3) only. (3 x 1) (3) 6.2 Industrial analysis tool 6.2.1 SWOT analysis √√ 6.2.2 PESTLE analysis √√ 6.2.3 Porter’s Five Forces √√ (3 x 2) (6) 6.3 Advantages of intensive strategies for businesses - Increased market share√ reduces the business's vulnerability to actions of competitors. √ - Increase in sales/income/profitability√ due to variety of advertising campaigns. √ - Improved service delivery√ may improve business image. √ - Businesses may have more control√ over the prices of products/services. √ - Gain customer loyalty√ through effective promotion campaigns. √ - Decrease in prices√ may influence customers to buy more products. √ - Regular sales to existing customers√ may increase. √ - Eliminate competitors√ and dominate market prices. √ - Enables the business to focus on markets/well researched quality products√ that satisfy the needs of customers. √ - Any other relevant answer related to the advantages of intensive strategies for businesses. NOTE: Do not award marks for listing and explaining intensive strategies. Advantages must be indicated. Max (6) BUSINESS VENTURES 6.4 Differences between leadership and management LEADERSHIP MANAGEMENT - Influences √ human behaviour. √ - Guides √ human behaviour. √ - Communicates √ by means of - Communicates √ through interaction/behaviour/vision/values/ management functions, e.g. line charisma. √ function. √ - Innovates/Encourages new ideas √ - Administers plans/programs/tasks √ to increase productivity. √ to reach targets. √ - Inspires staff √ to trust and support - Controls systems and procedures √ each another. √ to get the job done. √ - Focuses on what √ and why. √ - Focuses on how √ and when. √ - Focuses on the horizon √ /long term. - Focuses on the bottom line √ / short/ √ medium/long term. √ - Leaders are born √ with natural/ - A person becomes a manager √ instinctive leadership skills. √ because of the position in which he/she is appointed. √ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 29 SEP 2019 - Guides/Leads people √ to become - Manages the process of getting active participants. √ things done √ by exercising responsibility. √ - Leaders have power/influence √ - Managers have power √ because of because of his/her knowledge/skills/ the position of authority into which intelligence. √ they are appointed. √ - Always trying to find more efficient - Enforce rules on subordinates √ / ways √ of completing tasks. √ Ensure that tasks are completed. √ - Motivational/Inspirational √ in their - Instructional √ in their approach. √ approach √ - People orientated. √ - Task orientated. √ - Lead by example√ / trust / respect. √- Manage by planning √ / organising / leading / control. √ - Does things right √ - Does the right things √ - Any other relevant answer related to - Any other relevant answer related to leadership. management. Sub max (4) Sub max (4) Max (8) 6.5 Aspects for designing a multimedia presentation - Use legible font and font size. √√ - Start with the text. √√ - Keep the text/images/language simple. √√ - Structure information in logical order. √√ - Limit information on a slide. √√ - Make sure there are no spelling mistakes. √√ - Use bright colours to increase visibility. √√ - Use pictures to make it interesting for the audience. √√ - Select a relevant/appropriate background. √√ - Choose images that help communicate your message. √√ - Create clear/relevant graphics. √√ - Add special effects, e.g. sound/animation. √√ - Create hyperlinks to allow access to files/other slides/video clips. √√ - Any other relevant answer related to the aspects that must be considered when designing a multimedia presentation. NOTE: Mark the first THREE (3) only (3 x 2) (6) BUSINESS ROLES 6.6 Problem solving steps - Identify the problem. √ - Define the problem. √ - Identify possible solutions to the problem. √ - Select the most appropriate alternative. √ - Develop an action plan. √ - Implement the suggested solution/action plan. √ - Monitor the implementation of the solution/action plan. √ - Evaluate the implemented solution. √ NOTE: Mark the first FOUR (4) only. Accept steps in any order. Award marks when different approaches in problem solving are used, e.g. 3 or 5 steps, etc. (4 x 1) (4) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 30 SEP 2019 6.7 Responsibilities of employees in protecting the workplace environment - Employees should take care of their own health and safety in the workplace. √√ - Co-operate and comply with the rules and procedures, e.g. wear prescribed safety clothing √√, etc. - Report unsafe/unhealthy conditions to relevant authorities/ management. √√ - Report accidents to the employer as soon as possible. √√ - Use prescribed safety equipment. √√ - Inform the employer of any illness that may affect their ability to work. √√ - Any other relevant answer related to the responsibilities of employees in protecting the workplace environment. NOTE: Mark the first THREE (3) responsibilities only. (3 x 2) (6) 6.8 Strategies in dealing with difficult personalities Personality Strategy in dealing with personality 6.8.1 Complainer - Listen to the complaints but do not acknowledge them. √√ - Interrupt the situation and move to the problem- solving process as soon as possible. √√ - Any other relevant strategy to deal with a complainer Max (2) 6.8.2 Aggressive - Allow them time to speak and blow off. √√ person - Be firm, but do not attack them. √√ - Do not allow them to be hostile towards others. √√ - Any other relevant strategy to deal with an aggressive personality. Max (2) 6.8.3 Quiet person - Do not fill their silence with words. √√ - Wait for their response. √√ - Prompt them through the process so that they can give input/ Encourage them to give inputs. √√ - Restrict the time of the discussion. √√ - Any other relevant strategy to deal with a quiet personality Max (2) NOTE: Mark the first strategy for each type of personality only. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 31 SEP 2019 BUSINESS OPERATIONS 6.9 Reason for termination of contract - Resignation √ - Dismissal √ - Retrenchment √ - Retirement √ - Redundancy √ NOTE: Mark the first THREE (3) only. Accept explanations that link with the above reasons. (3 x 1) (3) 6.10 Implication of the Skills Development Act (SDA) on the Human Resources function - The human resources function should interpret the aims and requirements of the SDA√ and adapt workplace skills training programmes accordingly. √ - Identify the training needs of the employees√ and provide them with training opportunities so that they will perform their tasks efficiently. √ - Use the National Qualification Framework / NQF√ to assess the skills levels of employees. √ - Interpret / Implement the aims / requirements of the framework√ for the National Skills Development Strategy. √ - Assist managers in identifying skills / training needs√ to help them to introduce learnerships. √ - Businesses should contribute 1% of their salary bill√ to the Skills Development Levy / SDL. √ - Ensure training in the workplace√ is formalised and structured. √ - Appoint a full / part time consultant√ as a Skills Development Facilitator. √ - Any other relevant answer related to the implications of the Skills Development Act on the Human Resources function Max (6) 6.11 Benefits of a good quality management system - Effective customer service will be rendered, √ resulting in increased customer satisfaction. √ - Time and resources √ are used efficiently. √ - Productivity increases √ through proper time management and using high quality resources. √ - Products and services are constantly improved, √ resulting in greater customer satisfaction. √ - Vision and mission √ may be achieved. √ - The business may achieve a competitive advantage √ over its competitors. √ - Continuous training √ will continuously improve the quality of employees’ skills and knowledge. √ - Employers and employees will have a healthy working relationship √ which results in happy workers. √ - Increased market share √ and profitability. √ - Any other relevant answer related to the benefits of a good quality control system. Max (6) [60] Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 32 SEP 2019 BREAKDOWN OF MARKS QUESTION 6 MARKS 6.1 3 6.2 6 6.3 6 6.4 8 6.5 6 6.6 4 6.7 6 6.8.1 2 6.8.2 2 6.8.3 2 6.9 3 6.10 6 6.11 6 TOTAL 60 TOTAL SECTION B: 180 SECTION C Mark the first TWO (2) questions only. QUESTION 7: BUSINESS ENVIRONMENTS (RECENT LEGISLATION) 7.1 Introduction - COIDA was introduced to protect the health and safety of employees in the workplace.√ - COIDA provides guidelines for the compensation of employees who are - disabled because of injuries sustained/diseases contracted at work.√ - It also provides for compensation if a worker dies due to a work-related injury/disease.√ - Injuries and diseases for which claims can be made are specified in the Act.√ - Any other relevant introduction related to COIDA. Any (2 x 1) (2) 7.2 Nature of COIDA - COIDA applies to all casual and full-time workers who become ill/injured/ - disabled/killed√ due to a workplace accident/disease.√ - It excludes workers√ who are guilty of wilful misconduct/workers working outside South Africa for at least twelve months/members of the SA Defence Force/ Police services.√ - It provides for the establishment of a Compensation Board√ whose function is to - advise the Minister of Labour on the application/provisions of COIDA.√ - Medical expenses/Other types of compensation are paid to employees and/or - their families√ depending on the type/severity of the injuries.√ - Employers have to pay a monthly amount to the Compensation Fund√ - depending on the number of employees/the level of risk they are exposed to.√ - Any other relevant answer related to the nature of COIDA. Max (10) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 33 SEP 2019 7.3 Rights of employees outlined in COIDA - Ensure they are not injured√ as a result of serious/wilful misconduct.√ - Notify the employer of the accident√ as soon as possible.√ - Comply with the necessary medical assessment√ to assess the nature of the injury/disease.√ - May claim for compensation√, if he/she is partially/permanently disabled.√ - Employees' dependants have a right to claim√ when the employee dies as a result of injuries at work.√ - Any other relevant answer related to the rights of employees outlined in COIDA. Max (8) 7.4 Discriminatory actions - Employers who bribe employees not to report the accident/injury.√√ - Providing false information about previous, serious accidents/occupational - diseases.√√ - Employers who do not contribute to the Compensation fund.√√ - Employers who do not allow claims for injuries, discriminates against injured employees.√√ - Employers that take too long to process claims/delay the claiming process.√√ - Compensation that is set off against any debt of the person entitled to the - compensation.√√ - Any other relevant answer related to discriminatory actions under COIDA. NOTE: Mark the first TRHEE (3) actions. Max (6) 7.5 The impact of COIDA on businesses Positives/Advantages - Promotes safety√ in the workplace.√ - Creates a framework√ for acceptable employment practices/safety regulations.√ - Supply administrative guidelines/mechanisms√ for dealing with/processing claims.√ - Eliminates time and costs spent√ on lengthy civil court proceedings.√ - Covers all employees at the workplace√ if both parties meet all the necessary safety provisions in the Act.√ - Employees are compensated financially for any injury/disability√ resulting from performing their duties at their workplace.√ - In the event of the death of an employee as a result of a work-related accident/disease√, his/her dependant(s) will receive financial support.√ - Employers are protected from financial burden should an accident occur in the workplace√ provided that the employer was not negligent.√ - Employees do not have to contribute√ towards this fund.√ - Employees receive medical assistance√ provided there is no other party involved.√ - Any compensation to an employee/the family√ is exempt from income tax.√ - The processes√ are relatively simple.√ - Makes businesses more socially responsible√ as they cannot just employ workers at random in dangerous working conditions.√ - Workers are treated with dignity/respect√ as businesses view them as valuable assets and not just as workers.√ - Any other relevant answer related to the advantages/positives of COIDA. AND/OR Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 34 SEP 2019 Negatives/Disadvantages - Claiming processes/procedures√ can be time consuming.√ - Processes/Procedures required by this Act may be costly√ as paperwork places an extra administrative burden on businesses.√ - Employers have to register all their workers/make annual contributions to - COIDA√, which may result in cash flow problems.√ - Employers may be forced to pay heavy penalties√ if they are found guilty of negligence/not enforcing safety measures.√ - Workers who are temporarily/permanently employed in foreign countries√ are not covered.√ - Domestic/Military workers√ are not covered.√ - Any other relevant answer related to the disadvantages/negatives of COIDA. Max (12) 7.6 Recommendations on ways to comply with COIDA - Businesses should provide a healthy/safe working environment.√√ - They should register with the Compensation Commissioner and provide the particulars of the business.√√ - Must keep records of employees' income and details of work for four years.√√ - Obliged to report all incidents causing death/injury/illness of employees.√√ - Businesses should submit returns of earnings by no later than 1 March annually.√√ - Levies must be paid to the Compensation Fund.√√ - Ensure that the premises/equipment/machinery is in good working condition.√√ - Should allow regular assessment of the workplace by inspectors in order to determine the level of risk their employees are exposed to.√√ - Employers may not make deductions for COIDA from employees' remuneration packages.√√ - Businesses must ensure that claims are lodged within twelve months of the date of the accident.√√ - Any other relevant answer related to ways in which businesses have to comply with COIDA. Max (10) 7.7 Conclusions - Good progress has been made as businesses are now more socially responsible in improving safety measures/working conditions/being responsible for workers and their dependents.√√ - Workers in some industries are being compensated for contracting diseases such as tuberculosis, silicosis√√, etc. - If death occurs, families may benefit as the deceased worker may be substituted by another family member in the same industry.√√ - Any other relevant conclusion related to COIDA.. Any (2 x 1) (2) [40] Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 35 SEP 2019 QUESTION 7: BREAKDOWN OF MARK ALLOCATION DETAILS MAXIMUM TOTAL Introduction 2 Nature of COIDA 10 Rights of employees 8 Discriminatory actions 6 Max 32 Impact of COIDA on businesses 12 Recommendations 10 Conclusion 2 INSIGHT Layout 2 Analysis/Interpretation 2 8 Synthesis 2 Originality/Examples 2 TOTAL MARKS 40 LASO – For each component: Allocate 2 marks if all requirements are met. Allocate 1 mark if some requirements are met. Allocate 0 marks where requirements are not met at all. QUESTION 8: BUSINESS VENTURES (INSURANCE) 8.1 Introduction - A close corporation is a business with 10 or less owners. √ - Choosing a form of ownership is important because changing the form of ownership has huge cost-implications. √ - Any other acceptable introduction Any (2 x 1) (2) 8.2 Distinguish between a CC and PLC CLOSED CORPORATION PLC - One to ten owners √ who are all - Minimum one owner√, no natural persons. √ maximum√ - Owners have limited liability for - Directors have unlimited liability √ business debts. √ Owners will not for the business debts. √ be held responsible for the debts of the business. √ - Name ends in CC. √ - Name ends in Inc. √ - Owners must be actively involved - PLC is managed by a board of in the management√ of the CC. √ directors √consisting of at least one director. √ - Must draw up a founding - Must draw up a MOI√ for statement √for registration. √ registration. √ - Profits are shared √according to - Profits are shared according to percentage members’ interest. √ number √and type of shares owned. √ - Any other acceptable answer - Any other acceptable answer Sub max (6) Sub max (6) NOTE: Answers do not have to be in tabular format. Differences and similarities don’t need to be separated. Differences must be clear to achieve full marks. Max (12) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 36 SEP 2019 8.3 Success and/or failure factors of a PLC SUCCESS FAILURE 8.3.1 Manage- - PLC is managed by a - Directors may not have a ment competent board of direct interest in the directors √who may be company√ which can experts in their fields. √ hamper growth and profit - Quick decisions can be maximization. √ made √even if there is only - PLC and its shareholders one director. √ are compelled to budget √ a - Shareholders can vote larger amount for directors' for/appoint the most remuneration to attract the capable directors √to best directors. √ manage their company. √ - Directors' fees increase the company's expenses √which reduces net profit√ Sub max (4) 8.3.2 Taxation - Can obtain tax rebates√ if - Subject to double taxation they are involved in SCI e.g. shareholders pay projects. √ secondary tax √ this can - Can obtain government have a negative impact to a tenders √and renew their company that is already licenses if they do not financially struggling. √ evade tax. √ - PLC only pays tax √after business expenses have been deducted. √ - Companies and shareholders are taxed separately√ double taxation. √ - The company pays tax at a fixed rate √which can be lower than that of partnerships. √ - Image of the business is promoted √ and attracts investment when companies comply with tax regulations/laws. √ Sub max (4) 8.3.3 Legislation - The company and its - Lengthy registration owners (shareholders) are requirements may delay the separate entities√, which actual operation of the may encourage more business √ and people to join the company. shareholders can loose on √ profitable opportunities. √ - Directors are forced (by the - It is expensive to register Act) to act responsibly √ this form of ownership √ and work harder towards which increases business the success of the expenses hence reducing company to protect their profit. √ personal assets. √ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 37 SEP 2019 SUCCESS FAILURE Legislation - Directors sign performance - The drafting of directors' (continue) contracts √ which will performance contracts may motivate them to perform be time consuming √ professionally and ethically. expensive and increase √ costs. √ - Rights and duties of - Auditing is required only if the shareholders are stipulated PLC meets the requisite tests in the Companies Act, √ for solvency and liquidity √ which minimises unethical which leads to extra auditing and corrupt behaviour. √ costs. √ - May obtain government tenders √ as the PLC is properly registered in compliance with the Companies Act. √ Sub max (4) 8.3.4 Capital - Capital can be increased √ - It cannot grow into a very by getting more large business since it shareholders. √ cannot invite the public to buy shares. √ - Restrictions on transferability of shares may not attract financially strong investors. √ - Large amount of capital cannot be obtained √ as capital contribution is only limited to private shareholders.√ Sub max (4) Max (16) 8.4 Justification/Motivation to switch over to a PLC - More owners who will contribute capital and create more opportunities for expansion and growth. √√ - All of the members don’t need to be actively involved in the management of the CC. √√ - Management is done by a board of directors consisting of at least one director. √√ - Any other acceptable justification 8.5 Otwa’s personal attitude in successful leadership - Positive attitude √releases leadership potential. √ - A leader's good/bad attitude √ can influence the success/failure of the business. √ - Leaders must know their strengths and weaknesses √ to apply their leadership styles effectively. √ - Great leaders understand that the right attitude √ will set the right atmosphere. √ - Leaders' attitude may influence employees'√ teams' thoughts/behaviour. √ - Leaders should model the behaviour √ that they want to see in team members. √ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 38 SEP 2019 - Successful leaders consider the abilities/skills of team members √ to allocate tasks/roles effectively. √ - Enthusiasm √ produces confidence in a leader. √ - A positive attitude is critical for good leadership √ because good leaders will stay with the task regardless of difficulties/challenges. √ - Successful employees and leaders have a constant desire √ to work and achieve personal/professional success. √ - Leaders with a positive attitude √ know that there is always more to learn/space to grow. √ Max (10) 8.6 Conclusion - If Otwa changes to a PLC, he will ensure the continuity of his business and he will be able to gain more capital because he can have more than 10 owners and this will help him to expand his business in future. √√ - Any other acceptable conclusion Any (2 x 1) (2) [40] QUESTION 8: BREAKDOWN OF MARK ALLOCATION DETAILS MAXIMUM TOTAL Introduction 2 Distinction between CC and PLC 12 Success and/or failure factors: PLC 16 Justification/Motivation 4 Max 32 Personal attitude in successful 10 leadership Conclusion 2 INSIGHT Layout 2 Analysis/Interpretation 2 8 Synthesis 2 Originality/Examples 2 TOTAL MARKS 40 LASO – For each component: Allocate 2 marks if all requirements are met. Allocate 1 mark if some requirements are met. Allocate 0 marks where requirements are not met at all. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 39 SEP 2019 QUESTION 9: BUSINESS ROLES (DIVERSITY AND CONFLICT MANAGEMENT) 9.1 Introduction - Diversity refers to the variety of people employed based on age/race/gender/ ethnic groups/disabilities/material wealth/personalities/how employees see themselves and others.√ - Businesses employ people from different cultural backgrounds.√ - Businesses should have systems in place to support diversity issues.√ - Diversity in teams may lead to better ideas/solutions, but may also cause conflict.√ - Conflict is a result of differences in values and attitudes.√ - Effective conflict management may have a positive influence on team performance.√ - Poor conflict management may lead to team failure or the dissolution of a team.√ - Any other relevant introduction related to diversity and conflict in the workplace. Any (2 x 1) (2) 9.2 Benefits of a diverse work force - Work force diversity improves the ability of a business√ to solve problems/ innovate/cultivate diverse markets.√ - Employees value each other's diversity√ and learn to connect and communicate across lines of difference.√ - Diversity in the work force improves√ morale and motivation.√ - Employees demonstrate greater loyalty to the business√ because they feel respected/accepted/understood.√ - A diversified work force can give businesses a competitive advantage√ as they can render better services.√ - Being respectful of differences/demonstrating diversity√ makes good business sense/improves profitability.√ - A diverse workplace must ensure that its policies/practices√ empower every employee to perform at his/her full potential.√ - Customers/Stakeholders increasingly evaluate businesses√ on how they manage diversity in the workplace.√ - Employees from different backgrounds√ can bring different perspectives to the business.√ - A diversified work force stimulates debate√ on new and improved ways of getting things done.√ - Employees represent various groups√ and are therefore better able to recognise customer needs/satisfy consumers.√ - Businesses with a diverse work force are more likely to have a good public image√ and attract more customers.√ - Any other relevant answer related to the benefits of a diverse work force. Max (10) 9.3 Dealing with diversity issues in the workplace - Language o Business may specify that all communications should be in one specific language only and would expect employees to have a certain level of fluency in that language.√√ o Provide training in the official language of the business.√√ o Employ an interpreter so that everyone can fully understand what is being said in a meeting.√√ Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 40 SEP 2019 o All business contracts should be in an easy-to-understand language and should be available in the language of choice for the relevant parties signing the contract.√√ o No worker should feel excluded in meetings conducted in one language only.√√ o Any other relevant answer related to how business could deal with language as a diversity issue in the workplace. Sub max (6) - Age o Promotions should not be linked to age, but rather to a specific set of skills.√√ o A business may not employ children aged 15 or younger.√√ o The ages of permanent workers should vary from 18 to 65 to include all age groups.√√ o A business may employ a person who is older than the normal retirement age, provided that person is the most suitable candidate.√√ o Businesses must encourage older employees to help young employees to develop their potential.√√ o Young employees must be advised to respect and learn from older employees.√√ o The business should encourage employees to be sensitive to different perspectives of various age groups.√√ o Any other relevant answer related to how businesses could deal with age as a diversity issue in the workplace. Sub max (6) Max (12) 9.4 Causes of conflict in the workplace - Lack of proper communication√ between management and workers.√ - Ignoring rules/procedures√ may result in disagreements and conflict.√ - Management and/or workers√ may have different personalities/ backgrounds.√ - Different values/levels of knowledge/skills/experience√ of managers/workers.√ - Little/no co-operation√ between internal and/or external parties/stakeholders.√ - Lack of recognition for good work√, e.g. a manager may not show appreciation for extra hours worked to meet deadlines.√ - Lack of employee development√ may increase frustration levels as workers may repeat errors due to a lack of knowledge/skills.√ - Unfair disciplinary procedures√, e.g. favouritism/nepotism.√ - Little/no support from management√ with regard to supplying the necessary resources.√ - Leadership styles used√, e.g. autocratic managers may not consider worker inputs.√ - Unrealistic deadlines/Heavy workloads√ lead to stress resulting in conflict.√ Lack of agreement on mutual matters√, e.g. remuneration/working hours.√ - Unhealthy competition/Inter-team rivalry√ may cause workers to lose focus on team targets.√ - Lack of commitment√ which may lead to an inability to meet pre-set targets.√ Any other relevant answer related to the causes of conflict in the workplace. Max (12) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 41 SEP 2019 9.5 Handling conflict in the workplace - Acknowledge that there is conflict in the workplace.√√ - Identify the cause of the conflict.√√ - Pre-negotiations may be arranged where workers/complainants will be allowed to state their case/views separately.√√ - A time and place are arranged for negotiations where all employees involved are present.√√ - Arrange a meeting between conflicting employers/employees.√√ - Make intentions for intervention clear so that parties involved may feel at ease.√√ - Each party has the opportunity to express his/her own opinions/feelings/ Conflicting parties may recognise that their views are different.√√ - Analyse the cause(s) of conflict by breaking it down into different parts/Evaluate the situation objectively.√√ - Blame shifting should be avoided and a joint effort should be made.√√ - Direct conflicting parties towards finding/focusing on solutions.√√ Devise/Brainstorm possible ways of resolving the conflict.√√ - Conflicting parties agree on criteria to evaluate the alternatives.√√ - The best possible solution(s) is/are selected and implemented.√√ - Parties must agree to on the best solution.√√ - Evaluate/Follow up on the implementation of the solution(s).√√ - Monitor progress to ensure that the conflict has been resolved.√√ - Expertise on handling conflict maybe sourced from outside the business.√√ - Any other relevant answer related to how businesses should handle conflict in the workplace. NOTE: If problem solving steps do not demonstrate the handling of conflict (explanation), award a maximum of FOUR (4) marks. Max (12) 9.6 Conclusion - Businesses should effectively deal with diversity to avoid bias/racism/ stereotypes in the workplace.√√ - Businesses must acknowledge employees' differences and develop strategies to deal with these differences.√√ - Businesses should be able to identify positive and negative conflict so that they can develop suitable strategies to handle conflict in the workplace.√√ - Any other relevant conclusion related to diversity and conflict in the workplace. Any (2 x 1) (2) [40] Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 42 SEP 2019 QUESTION 9: BREAKDOWN OF MARK ALLOCATION DETAILS MAXIMUM TOTAL Introduction 2 Benefits of diversity 10 Dealing with diversity issues 12 Max 32 Causes of conflict 12 Handling conflict 12 Conclusion 2 INSIGHT Layout 2 Analysis/Interpretation 2 8 Synthesis 2 Originality/Examples 2 TOTAL MARKS 40 LASO – For each component: Allocate 2 marks if all requirements are met. Allocate 1 mark if some requirements are met. Allocate 0 marks where requirements are not met at all. Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 43 SEP 2019 QUESTION 10: BUSINESS OPERATIONS (HUMAN RESOURCES AND QUALITY OF PERFORMANCE) 10.1 Introduction - The objective of recruitment is to attract the best possible applicant with the required skills/qualification/competency to fill vacancies. √ - Reliable recruitment procedures and systems should be in place to ensure that businesses achieve their goals. √ - Some businesses offer benefits in addition to their salaries. √ - Fringe benefits are either compulsory or non-compulsory. √ - Continuous improvement to processes and systems may ensure quality products and services. √ - The production manager should put systems in place to ensure that quality products are produced. √ - Any other relevant introduction related to recruitment/fringe benefits/ continuous improvement to processes and systems/quality indicators of the production function. Any (2 x 1) (2) 10.2 The recruitment procedure - The human resource manager should evaluate the job/prepare a job analysis, that includes the job specification/job description/in order to identify recruitment needs. √√ - The human resource manager should indicate the job specification/key performance areas to attract suitable candidates. √√ - Choose the method of recruitment, e.g. internal/external, to reach/target the suitable applicants/candidates. √√ - If the external recruitment is chosen, the relevant recruitment sources should be selected, e.g. recruitment agencies/tertiary institutions/ newspapers, etc. √√ - Vacancies can be internally advertised via internal email/word of mouth/ posters/staff notices. √√ - External recruitment should be considered if internal recruitment was unsuccessful. √√ - The advertisement should be prepared with the relevant information, e.g. the name of the company, contact details, contact person, etc. √√ - Place the advertisement in the selected media that will ensure that the best candidates apply. √√ - Any other relevant answer related to the recruitment procedure. Max (12) 10.3 Impact of fringe benefits on businesses Positives/Advantages - Attractive fringe benefit packages √ may result in higher employee retention/reduces employee turnover. √ - Attracts qualified/skilled/experienced employees √ who may positively contribute towards the business goals/objectives. √ - It increases employee satisfaction/loyalty √ as they may be willing to go the extra mile. √ - Improves productivity √ resulting in higher profitability. √ - Businesses save money √ as benefits are tax deductible. √ - Fringe benefits can be used as leveraged √ for salary negotiations. √ - Any other relevant answer related to the positive impact/advantages of fringe benefits on businesses. AND/OR Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 44 SEP 2019 Negatives/Disadvantages - Fringe benefits are additional costs √ that may result in cash flow problems. √ - Administrative costs increased √ as benefits need to be correctly recorded for tax purposes. √ - Decreases business profits √, as incentive/package/remuneration costs are higher. √ - It can create conflict/lead to corruption √ if allocated unfairly. √ - Workers only stay with the business for fringe benefits √, and may not be committed/loyal to the tasks/business. √ - Businesses who offer employees different benefit plans may create resentment √ to those who receive less benefit resulting in lower productivity. √ - Businesses who cannot offer fringe benefits√ fail to attract skilled workers.√ - Businesses have to pay advisors/attorneys √ to help them create benefit plans that comply with the law. √ - Errors in benefit plans √ may lead to costly lawsuits/regulatory fines. √ - Any other relevant answer related to the negative impact/disadvantages of fringe benefits on businesses. Max (12) 10.4 Impact of continuous improvement to processes and systems on large businesses Positives/Advantages - Large businesses have more resources √ to check on quality performance in each unit/business function. √ - Enough capital resources are available for new equipment required √ to stay relevant to new developments. √ - Large businesses have a person dedicated √ to the improvement of and processes and systems. √ - Willing to take risk on/try new processes and systems√ because they are able to absorb the impact of losing money. √ - They can afford to use the services of the quality circles √ to be competitive. √ - Large businesses use the PDCA models √ to continuously plan/do/check/ act on new/revised processes and systems. √ - Any other relevant answer related to the positive impact/advantages of continuous improvement to processes and systems on large businesses. AND/OR Negatives/Disadvantages - Systems and processes take time and effort √ to implement in a large business as communication/buy-in may delay the process. √ - Risk of changing parts of the business √ that are actually working well. √ - Not all negative feedback from employees and customers is going to be accurate, √ which may result in incorrect changes to systems and processes. √ - Any other relevant answer related to the negative impact/disadvantages of continuous improvement to processes and systems on large businesses. Max (10) Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 45 SEP 2019 10.5 Quality indicators of the production function - Quality indicators of the production function. √√ - The production manager should provide high quality services according to specifications. √√ - The production/operating processes of a business is done through proper production planning and control. √√ - Products and services could be produced at the lowest possible cost to allow for profit maximisation. √√ - The production manager should communicate the roles and responsibilities to the production workers. √√ - Products meet customers' requirements by being safe, reliable and durable. √√ - The production manager should render good after-sales services/honour warrantees. √√ - Get accreditation from the SABS/ISO 9001 to ensure that quality products are being produced. √√ - Specify the product or service standards and take note of the factors that consumers use to judge quality. √√ - Empower workers to take pride in their workmanship. √√ - Monitor processes and find the root causes of production problems. √√ - Implement quality control systems to ensure that quality products are consistently being produced. √√ - The production manager should ensure that machines and equipment are optimally utilised. √√ - Accurately calculate the production costs. √√ - Any other relevant answer related to the quality indicators of the production function. Max (12) 10.6 Conclusion - Businesses should have suitable/effective recruitment procedure in place.√√ - Businesses should plan carefully for fringe benefits so that potential candidates can consider the advantages and disadvantages of joining the business. √√ - Businesses need to set standards for their operations and continually improve those standards. √√ - The production function should produce goods and services according to set standards and specifications. √√ - Any other relevant conclusion related to recruitment/fringe benefits/ continuous improvement to processes and systems/quality indicators of the production function. Any (1 x 2) (2) [40] Copyright reserved Please turn over

Downloaded from hlayiso.com Business Studies 46 SEP 2019 QUESTION 10: BREAKDOWN OF MARK ALLOCATION DETAILS MAXIMUM TOTAL Introduction 2 Recruitment procedure 12 Impact of fringe benefits 12 Impact of continuous improvement 10 Max 32 of processes and systems Quality indicators for the 12 production function Conclusion 2 INSIGHT Layout 2 Analysis/Interpretation 2 8 Synthesis 2 Originality/Examples 2 TOTAL MARKS 40 LASO – For each component: Allocate 2 marks if all requirements are met. Allocate 1 mark if some requirements are met. Allocate 0 marks where requirements are not met at all. TOTAL SECTION C: 80 GRAND TOTAL: 300 Copyright reserved Please turn over