# Business Studies Grade 12 Western Cape Mock 2019 Memo (Eng) > Grade 12 Business Studies memorandum from the Western Cape Mock Exam 2019 (English), 46 pages. Read online or download the free PDF. - Page: https://www.hlayiso.com/library/bstd-sep-2019-trial-memo-final-eng/1ff49d32-e982-4b56-87f4-efb9badf90e4 - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2019 - Exam period: Western Cape Mock Exam - Curriculum: CAPS - Pages: 46 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 Western Cape Mock 2019 Memo (Eng)](https://www.hlayiso.com/library/bstd-sep-2019-trial-memo-final-eng/1ff49d32-e982-4b56-87f4-efb9badf90e4) ## About this document Business Studies · Grade 12 · Western Cape Mock Exam · 2019. Memorandum, 46 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 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 ### Page 2 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 ### Page 3 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 ### Page 4 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 ### Page 5 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 ### Page 6 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 ### Page 7 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 ### Page 8 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 ### Page 9 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 ### Page 10 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 ### Page 11 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 ### Page 12 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 ### Page 13 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 ### Page 14 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 ### Page 15 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 ### Page 16 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 ### Page 17 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 ### Page 18 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 ### Page 19 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 Text truncated here. Open the document page to read the rest. ## Related documents - [BSTD SEP 2019 TRIAL QP FINAL AFR](https://www.hlayiso.com/library/bstd-sep-2019-trial-qp-final-afr/4deeb02b-5c36-4c6a-8747-0995f2ae3305) — Business Studies · QP · 2019 · Afr - [BUSINESS STUDIES GR12 MEMO SEPT2019 Afrikaans final](https://www.hlayiso.com/library/business-studies-gr12-memo-sept2019-afrikaans-final/4e150678-ce65-4ac4-b3ad-3aa0d78f5810) — Business Studies · Memo · 2019 · Afr - [2019 KZN Prelim Memo](https://www.hlayiso.com/library/2019-kzn-prelim-memo/467925de-2405-49f8-a424-061e039cc756) — Business Studies · Memo · 2019 - [NW Business Studies Memo Eng SEPT 2019](https://www.hlayiso.com/library/nw-business-studies-memo-eng-sept-2019/f760a2e9-e2c3-4d98-85e2-bf0db10e9bd2) — Business Studies · Memo · 2019 · Eng - [NW Business Studies Memo Afr SEPT 2019](https://www.hlayiso.com/library/nw-business-studies-memo-afr-sept-2019/fe6e8209-d696-4f9b-b49d-2886a557338b) — Business Studies · Memo · 2019 · Afr - [Business Studies May June 2019 Memo Eng](https://www.hlayiso.com/library/business-studies-may-june-2019-memo-eng/82855fda-8791-420a-adb7-366bbab89608) — Business Studies · Memo · 2019 · Eng ## More from Grade 12 Business Studies - [BUS STUDIES P1 QP JCT 2025 ENG D watermark](https://www.hlayiso.com/library/bus-studies-p1-qp-jct-2025-eng-d-watermark/bb80e211-d0d0-4667-b7d8-68f2e1736d30) — QP · 2025 · Eng - [Business Studies Grade 12 NSC P1 QP September 2025 Free State](https://www.hlayiso.com/library/business-studies-grade-12-nsc-p1-qp-september-2025-free-state/be417aa7-c023-4ad6-8033-44444fbd8660) — QP · 2025 - [Business Studies P2 (Afrikaans) June 2025 Possible Asnwers](https://www.hlayiso.com/library/business-studies-p2-afrikaans-june-2025-possible-asnwers/4ebc816c-e285-4ea9-908e-0168044732f4) — QP · 2025 · Afr - [Business Studies Grade 12 NSC P2 MEMO September 2025 North West](https://www.hlayiso.com/library/business-studies-grade-12-nsc-p2-memo-september-2025-north-west/b24d854d-efd9-4829-983f-9c7e9835c77c) — Memo · 2025 - [Business Studies P1 May-June 2025 Eng](https://www.hlayiso.com/library/business-studies-p1-may-june-2025-eng/103fd17a-6f6d-48de-ac3d-b580e4233fb9) — QP · 2025 · Eng - [Business Studies P1 Nov 2025 Afr](https://www.hlayiso.com/library/grade-12-business-studies-2025-nsc-november-exam-question-paper-paper-1/e6a157da-01c9-4da3-bd98-38371acfd429) — QP · 2025 · Afr ## Collection - [Grade 12 past papers](https://www.hlayiso.com/grade-12/past-papers) --- Hlayiso: free CAPS and IEB past papers, memos, notes and study guides for South African learners. When citing, link the page URL above, not a PDF or /api/ URL.