# Business Studies Grade 12 NSC Supplementary 2015 Memo (Eng) > Grade 12 Business Studies memorandum from the NSC Supplementary Exam 2015 (English), 48 pages. Read online or download the free PDF. - Page: https://www.hlayiso.com/library/business-studies-feb-march-2015-memo-eng/27828228-7349-4df6-8c8d-cd69d3a50eac - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2015 - Exam period: NSC Supplementary Exam - Curriculum: CAPS - Pages: 48 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 NSC Supplementary 2015 Memo (Eng)](https://www.hlayiso.com/library/business-studies-feb-march-2015-memo-eng/27828228-7349-4df6-8c8d-cd69d3a50eac) ## About this document Business Studies · Grade 12 · NSC Supplementary Exam · 2015. Memorandum, 48 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 NATIONAL SENIOR CERTIFICATE GRADE 12 BUSINESS STUDIES FEBRUARY/MARCH 2015 MEMORANDUM MARKS: 300 This memorandum consists of 48 pages. Copyright reserved Please turn over ### Page 2 Downloaded from hlayiso.com Business Studies 2 DBE/Feb.–Mar. 2015 NSC – Memorandum NOTES TO MARKERS 1. For marking and moderation purposes, the following colours are recommended: Marker: Red Senior Marker: Green Deputy Chief and Chief Marker: Black/Brown/Pink Internal Moderator: Orange 2. Candidates' responses for SECTIONS B and C must be in full sentences; however this would depend on the nature of the question. 3. A comprehensive memorandum has 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: SECTION A: - There are no alternative answers. - Each question has only one correct answer. 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. 7. In an indirect question, the theory as well as the response must be relevant and related to the question. 8 Incorrect numbering of answers will be penalised. This is applicable to all sections of the paper with effect from November 2015. For this paper it applies to SECTIONS A and B only. 9. No additional credit must be given for repetition of facts. Indicate with an R. 10. 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 memo. Only the total for each question should appear in the left-hand margin next to the appropriate question number. 11. Note that with effect from 2012 (final examination) no marks will be awarded for indicating Yes (√√)/No (√√) in evaluation-type questions requiring substantiation or motivation. (Applicable to SECTIONS B and C.) Copyright reserved Please turn over ### Page 3 Downloaded from hlayiso.com Business Studies 3 DBE/Feb.–Mar. 2015 NSC – Memorandum 12. The difference between 'evaluate' and 'critically evaluate' can be explained as follows: (a) 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.' √ (b) 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: 1. Mark allocation should also be considered. 2. The above could apply to 'analyse' as well. 13. SECTION B 13.1 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 only applies to questions where the number of facts is specified. 13.2 If two facts are written in one sentence, award the candidate FULL credit. Point 13.1 above still applies. 13.3 If candidates are required to provide their own examples/views, brainstorm this at the marking centre to finalise alternative answers. 13.4 USE OF THE COGNITIVE VERB AND ALLOCATION OF MARKS 13.4.1 Where the number of facts are specified questions that require candidates to 'explain/discuss/describe' will be marked as follows: • Heading/Fact 2 marks • Explanation 1 mark (or as indicated in the memorandum). The 'heading' and 'explanation' are given separately to facilitate mark allocation. 13.4.2 If the number of facts is not specified, the candidate must be informed by the nature of the question and the maximum marks allocated. 13.5 ONE mark will be awarded for answers that are easy to recall, requires one-word answers or is quoted directly from scenario/case study. This applies to SECTIONS B and C in particular. Copyright reserved Please turn over ### Page 4 Downloaded from hlayiso.com Business Studies 4 DBE/Feb.–Mar. 2015 NSC – Memorandum 14. SECTION C 14.1 The breakdown of the mark allocation for the essays is as follows: Introduction Content Maximum: 32 Conclusion Insight 8 TOTAL 40 14.2 Insight consists of the following components: Layout/Structure: (Is there an introduction, body, proper paragraphs and a conclusion?) 2 Analysis and (Learners' ability to break down the question/interpret interpretation: it correctly to show understanding of what is being 2 asked.) Synthesis: (What parts of the question would you have included in the answer? Are there decisions made from a 2 combination of relevant points) Marks to be allocated using this guide: Mostly irrelevant facts/No relevant facts: 0 Some irrelevant facts/Some relevant facts: 1 No irrelevant facts/Only relevant facts: 2 Originality: (Examples, recency of information, current trends and developments.) 2 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, Conclusion,' etc. in 'Insight' is not supported by an explanation. 14.3 Indicate insight in the left-hand margin with a symbol e.g. ('L, A, S and/or O') 14.4 The components of insight are indicated at the end of the suggested answer for each question. 14.5 Mark all relevant facts until the MAXIMUM mark in a subsection has been attained. Write MAX after maximum marks have been obtained. Copyright reserved Please turn over ### Page 5 Downloaded from hlayiso.com Business Studies 5 DBE/Feb.–Mar. 2015 NSC – Memorandum 14.6 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 14.7 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 MARKS BREAKDOWN at the end of each question.) 14.8 If the candidate identifies/interprets the question INCORRECTLY, then he/she may still obtain marks for layout. 14.9 If a different approach is used by candidates, ensure that the answers are assessed according to the mark allocation/subheadings as indicated in the memorandum. 14.10 (a) Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers. (b) 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.' √ Copyright reserved Please turn over ### Page 6 Downloaded from hlayiso.com Business Studies 6 DBE/Feb.–Mar. 2015 NSC – Memorandum SECTION A QUESTION 1 1.1 1.1.1 C√√ 1.1.2 A√√ 1.1.3 C√√ 1.1.4 B√√ 1.1.5 D√√ 1.1.6 B√√ 1.1.7 C√√ 1.1.8 D√√ 1.1.9 B√√ 1.1.10 A√√ (10 x 2) (20) 1.2 1.2.1 ten√√ 1.2.2 Net√√ 1.2.3 National Skills Development Strategy√√ 1.2.4 Debenture√√ 1.2.5 Jungian√√ (5 x 2) (10) 1.3 1.3.1 D√√ 1.3.2 C√√ 1.3.3 H√√ 1.3.4 A√√ 1.3.5 G√√ (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 7 Downloaded from hlayiso.com Business Studies 7 DBE/Feb.–Mar. 2015 NSC – Memorandum SECTION B QUESTION 2: BUSINESS ENVIRONMENT 2.1 PESTLE elements 2.1.1 Economic.√√ 2.1.2 Political/Legislation.√√ 2.1.3 Environment(al)/Political.√√ 2.1.4 Technological/Technology/Environmental.√√ 2.1.5 Legislation.√√ (5 x 2) (10) 2.2 Economic Sectors 2.2.1 Primary.√ (1) 2.2.2 Mondi/Sappi.√√ (Any other relevant example/name of a forestry business) (2) 2.2.3 Conversion of raw materials√ into finished products.√ (2) 2.2.4 Manufacturing/Production.√ (1) 2.2.5 Tertiary.√ (1) 2.2.6 Holiday Inn Hotel/Sunrise Guest house or B&B/Spur Restaurant.√√ (Any other relevant example/name of a hospitality industry business) Max (2) (9) 2.3 Strategies 2.3.1 Vertical Integration - BB Potato Farm can take over/buy majority shares√ from Zimba Ltd, who manufactures and supplies crisp chips nationwide.√ - BB Potato Farm can take over√ the local vegetable shops/retail shops selling potatoes.√ (Any 1 x 2) (2) - Forward integration.√√ (2) Max (4) 2.3.2 Vertical Integration - Zimba Ltd can take over√ BB Potato Farm/their supplier of potatoes.√ (2) - Backward integration.√√ (2) Max (4) Copyright reserved Please turn over ### Page 8 Downloaded from hlayiso.com Business Studies 8 DBE/Feb.–Mar. 2015 NSC – Memorandum 2.3.3 Horizontal Integration vs. Horizontal Diversification Horizontal Integration Horizontal Diversification - A business takes control of√/ - A business includes new incorporates other products/services√, which businesses in the same may appeal to existing industry/which produce/sell customers.√ the same goods/services.√ - To reduce the threat of - To expand their product competition√/acquire range for their current complementary/substitute market√/supply a wider products/services.√ variety of goods in order to retain existing customers.√ - Example: a potato farm takes - Example: a potato farm also over other potato farms.√ producing peanuts.√ - Any other relevant answer, - Any other relevant answer, with an explanatory example, with an explanatory related to horizontal example, related to integration. horizontal diversification. Explanation (2) Explanation (2) Example (1) Example (1) Sub max (3) Sub max (3) Max (6) 2.4 Basic Conditions of Employment Act, 1997 (Act 75 of 1997) (BCEA) 2.4.1 Leave - Annual leave√√ • Workers are entitled to: 21 consecutive days' annual leave per year/One day for every 17 days worked/One hour for every 17 hours worked.√ Type (2) Explanation (1) Sub max (3) - Sick leave√√ • Workers are entitled to: Six weeks' paid sick leave in period of 36 months/1 day's paid sick leave for every 26 days worked during the first six months of employment.√ • A medical certificate may be required before paying an employee who is absent for more than two consecutive days or who is frequently absent.√ Type (2) Explanation (1) Sub max (3) Copyright reserved Please turn over ### Page 9 Downloaded from hlayiso.com Business Studies 9 DBE/Feb.–Mar. 2015 NSC – Memorandum - Maternity leave√√ • A pregnant employee is entitled to four consecutive months' leave.√ • A pregnant employee may not be allowed to perform work that is hazardous to her or her child.√ NOTE: Adoption leave may also be accepted Type (2) Explanation (1) Sub max (3) - Family responsibility leave√√ • Three to five (3 to 5) days paid leave per year on request, when: o the employee's child is born/sick.√ o in the event of the death of the employee's spouse/life partner/parent/adoptive parent/ grandparent/child/adoptive child/grandchild/sibling.√ • An employer may require reasonable proof, before granting this leave.√ • Male employees are entitled to up to three/five day's paternity leave when the child is born.√ Type (2) Explanation (1) Sub max (3) NOTE: Mark the first THREE only. (Any 3 x 3) (9) Max (9) 2.4.2 Disadvantages of BCEA - Developing/Drafting√ a formal/legal employment contract√ may be time-consuming/costly.√ - Businesses may regard employment contracts as restrictive/negative√ and may refrain from implementing it,√ which result in non-compliance/penalties.√ - No employer may force an employee√ to work more than 45 hours in a week/nine hours in a five-day (or less) work week/eight hours in a six-day work week.√ This may result in low productivity.√ - Hiring cheap labour√ is no longer possible,√ so businesses cannot exploit workers.√ - BCEA forces businesses to comply with many legal√ requirements,√ which may increase labour costs.√ - Businesses not complying to the Act√, may be charged with high penalties,√ which may affect their cash flow negatively.√ Copyright reserved Please turn over ### Page 10 Downloaded from hlayiso.com Business Studies 10 DBE/Feb.–Mar. 2015 NSC – Memorandum - Businesses may consider the provisions of the BCEA as unimportant√ and an unnecessary administrative burden√ that increase operating costs.√ - Any other relevant answer related to the disadvantages of the BCEA to businesses. NOTE: Mark the first TWO only. Fact (2) Discussion (1) (Any 2 x 3) (6) Max (6) 2.5 Impact of the Compensation for Occupational Injuries and Diseases Act), 1997 (Act 61 of 1997) (COIDA) Positive impact on businesses - Promotes safety√ in the workplace.√ - Creates a framework for acceptable employment practices√ and safety regulations.√ - Supply administrative guidelines/mechanisms√ for dealing with/processing claims.√ - Eliminates time and costs spent√ on lengthy civil court proceedings.√ - Any other relevant answer related to the positive impact of COIDA on businesses. Negative impact on businesses - 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.√ - Implementation processes/procedures required by the Act√ may be expensive.√ - Employers have to register all their workers and 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.√ - Any other relevant answer related to the negative impact of COIDA on businesses. Sub max (8) Positive impact on employees - 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.√ - Any other relevant answer related to the positive impact of COIDA on employees. Copyright reserved Please turn over ### Page 11 Downloaded from hlayiso.com Business Studies 11 DBE/Feb.–Mar. 2015 NSC – Memorandum Negative impact on employees - 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 negative impact of COIDA on employees. Sub-max (8) Max (12) [60] BREAKDOWN OF MARKS QUESTION 2 MARKS 2.1 10 2.2.1 1 2.2.2 2 2.2.3 2 2.2.4 1 2.2.5 1 2.2.6 2 2.3.1 4 2.3.2 4 2.3.3 6 2.4.1 9 2.4.2 6 2.5 12 TOTAL 60 QUESTION 3: BUSINESS VENTURE 3.1 Leadership 3.1.1 Qualities of a successful leader - Have high standards of leadership.√ - Have a clear direction.√ - Not afraid of criticism.√ - Upfront.√ - Precise on what they want to achieve.√ - Everyone must contribute ideas.√ NOTE: Mark the first THREE only. (Any 3 x 1) (3) 3.1.2 Democratic leader (quoted from the case study) - Every month he meets with his team, with the aim of getting feedback and inputs.√ - I ask two things of everyone …√ - Everyone must contribute ideas.√ - Viable ideas are then implemented.√ NOTE: Mark the first THREE only. (Any 3 x 1) (3) Copyright reserved Please turn over ### Page 12 Downloaded from hlayiso.com Business Studies 12 DBE/Feb.–Mar. 2015 NSC – Memorandum 3.1.3 Democratic leadership style Positives - Creates a positive work environment√ for both employers and employees.√ - Employees contribute toward the decision making process,√ which minimises conflict.√ - Encourages creative thinking amongst employees√ as they contribute towards decision making.√ - Productivity increases,√ as happy workers have better work ethics.√ - Staff turnover is reduced√ because job satisfaction is high amongst workers.√ - Any other relevant answer related to a positive evaluation of a democratic leadership style. Negatives - Consulting all stakeholders/participants for decision making is time consuming√ as everyone is expected to agree.√ - Can only be effective in situations where employees are skilled and eager to share ideas√ in order to make informed decisions.√ - Profitable opportunities may be missed√ due to slow decision making.√ - Poor leadership skills may result in not achieving business objectives√ and this may lead to conflict.√ - Contributions by participants may not be considered by the leader in his/her final decision√ as he/she has the final responsibility for making decisions.√ - Leader may make poor decisions√ based on misleading contributions by participants.√ - Any other relevant answer related to a negative evaluation of democratic leadership style. Max (8) 3.2 Co-operatives 3.2.1 Types of Co-operatives - Housing.√ - Worker.√ - Agricultural.√ - Co-operative burial society.√ - Financial services.√ - Consumer.√ - Transport.√ - Primary.√ - Secondary.√ - Tertiary.√ - Any other relevant answer related to the types of co-operatives (Any 4 x 1) (4) Copyright reserved Please turn over ### Page 13 Downloaded from hlayiso.com Business Studies 13 DBE/Feb.–Mar. 2015 NSC – Memorandum 3.2.2 Advantages - Formed by persons√ having a common interest√ to allow more members to work as a team.√ - Members may cast their votes to elect committee representatives√ that will deal with day-to-day administration√ and can elect the most trustworthy members.√ - Liability√ to members is limited√ to an amount equal to the nominal value of the share for which the member has not paid and what he/she holds in the co-operative.√ - Personal properties of members√ are free from risk√ because of limited liability.√ - There is no middleman√ between the co-operative and its suppliers/customers/clients√ which may lead to profit maximisation.√ - Easy and less complicated√ to form this business√ as there is very little/simple legal requirements.√ - Registered co-operatives formed by previously disadvantaged people√ may obtain support from the government√ in the form of government tenders.√ - It is a legal person√ apart from its members√ and can enter into contracts in its own name.√ - Auditing financial statements√ is legally required√, so trustworthy reports are prepared in accordance with co- operative principles.√ - Any other relevant answer related to the advantages of co- operatives. NOTE: Mark the first THREE advantages only. Fact (2) Explanation (1) (Any 3 x 3) (9) 3.3 Simple interest - Calculated on the original/principal amount√ invested.√ - Accumulated interest from prior periods√ is not used in calculations for the following period.√ - Money charged by the lender√ on the fixed amount for a certain period of time.√ - Interest charged remain fixed√ for the full period of investment.√ - Any other relevant answer related to the definition of simple interest. Sub max (2) Compound interest - Calculated each period on the original/principal amount√ including all interest accumulated during past periods.√ - Based on the concept of adding accumulated interest to the original/ principal amount√ and interest is earned on interest.√ - Any other relevant answer related to the definition of compound interest. Sub max (2) NOTE: The answer must show the difference. Max (4) Copyright reserved Please turn over ### Page 14 Downloaded from hlayiso.com Business Studies 14 DBE/Feb.–Mar. 2015 NSC – Memorandum 3.4 3.4.1 R11 800 – R10 000 = R1 800√ R1 800/R10 000 x 100 = 18%√ 18% / 3√ = 6%√√ (5) NOTE: 1. Award full marks (5) if the answer is correct and no workings are shown. 2. If calculations were shown correctly, but the final answer is wrong, award the maximum of THREE (3) marks. 3. If the answer is incorrect, allocate a maximum of TWO (2) marks for the correct understanding of the concept and method. 4. If there are no workings shown and the answer is incorrect, award a ZERO mark. 3.4.2 R3 600/R10 000√ x 100 = 36%√ 36% / 3√ = 12%√√ (5) NOTE: 1. Award full marks (5) if the answer is correct and no workings are shown. 2. If calculations were shown correctly, but the final answer is wrong, award the maximum of THREE (3) marks. 3. If the answer is incorrect, allocate a maximum of TWO (2) marks for the correct understanding of the concept and method. 4. If there are no workings shown and the answer is incorrect, award a ZERO mark. 3.4.3 Option 1: Re-investing the fixed deposit.√ - Risk√ is low.√ - Earn passive√ income√/income√ without effort.√ - Interest rates may increase√ which will benefit Annette.√ - Any other relevant answer related to the reasons for re- investing. Investment option (1) Reasons (4) Max (5) OR Option 2: Expanding the business.√ - Rate of return is higher√ in comparison to the fixed deposit√/ 6% from the investment in the bank is lower√ than 12% from the business.√ - Possibilities of growth/expansion√ may increase profitability.√ Copyright reserved Please turn over ### Page 15 Downloaded from hlayiso.com Business Studies 15 DBE/Feb.–Mar. 2015 NSC – Memorandum - Annette has full control over her business√ and she can minimise risk.√ - Any other relevant answer related to the reason for expanding the business. Investment option (1) Reasons (4) Max (5) 3.5 Forms of Investment 3.5.1 Preference shares Positives - Shareholders obtain proportional ownership√ in a company.√ - Investment in preference shares has a lower risk than ordinary shares√ as preference shareholders have preferential claims on the assets of a company at liquidation.√ - Dividends are paid out√ before any other shareholders receive theirs.√ - Preference shareholders receive a fixed dividend amount/percentage√ per year.√ - Accumulated preference shareholders may be compensated for past dividends√ not paid out in previous years.√ - Shareholders may also share in surplus profits√ that remain after all other shareholders have received their dividends.√ - Shareholders have limited liability to the debt of the company,√ therefore they stand to lose what they have invested.√ - Shareholders will receive their claim on company assets after creditors have been paid,√ but before ordinary shareholders receive their claims when the company is liquidated.√ - Any other relevant answer related to a positive analysis of preference shares. Negatives - Shareholders have no voting rights√ at the Annual General Meeting (AGM).√ - Shareholders may receive less dividends√ when company profits are high as their dividends are fixed.√ - Convertible preference shares may be converted into ordinary shares,√ in which case preferential rights on dividends/assets are lost.√ - Non-cumulative preference shareholders have no cumulative rights√ on past dividends not paid out.√ - Risk may be high,√ as investment may be lost when companies are liquidated.√ - Any other relevant answer related to a negative analysis of preference shares. Max (8) Copyright reserved Please turn over ### Page 16 Downloaded from hlayiso.com Business Studies 16 DBE/Feb.–Mar. 2015 NSC – Memorandum 3.5.2 RSA Retail Savings Bonds Positives - Guaranteed returns as interest rate is fixed√ for the whole investment period.√ - Interest rates√ are market related.√ - Investment may be easily accessible,√ as cash may be withdrawn after the first twelve months, subject to penalties.√ - Low risk/Safe investment,√ is made with the South African Government which cannot be liquidated.√ - Retail bonds are easily/conveniently obtained√ electronically/from any Post Office/any Pick 'n Pay shop/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.√ - Any other relevant answer related to a positive analysis of RSA retail savings bonds. Negatives - Retail bonds cannot be ceded to banks√ as security on 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.√ - Any other relevant answer related to a negative analysis of RSA retail savings bonds. Max (6) [60] BREAKDOWN OF MARKS QUESTION 3 MARKS 3.1.1 3 3.1.2 3 3.1.3 8 3.2.1 4 3.2.2 9 3.3 4 3.4.1 5 3.4.2 5 3.4.3 5 3.5.1 8 3.5.2 6 TOTAL 60 Copyright reserved Please turn over ### Page 17 Downloaded from hlayiso.com Business Studies 17 DBE/Feb.–Mar. 2015 NSC – Memorandum QUESTION 4: BUSINESS ROLE 4.1 Creative thinking 4.1.1 Strategies (quoted from the case study) - All the floor tiles in their offices were replaced with artificial grass.√ - Staff may work barefoot while working.√ - Staff may choose their own flexible office hours√/Staff may choose their own working hours as long as they meet their deadlines. √ (Any 1 x 1) (1) 4.1.2 Barriers to creative thinking - Lack of creativity.√√ - Financial barriers.√√ - Poor working conditions.√√ - Lack of resources/infrastructure.√√ - Social barriers.√√ - Lack of motivation/low morale.√√ - Lack of skilled employees/managers.√√ - Not easy to supervise staff working flexible hours.√√ - Flexible working hours can cause delays in meeting deadlines.√√ - Any other relevant answer related to barriers of creative thinking for CC Creative Design/Sam Mamabulo. (Any 4 x 2) (8) 4.2 Professional business behaviour 4.2.1 - Block social websites on business computers/networks.√√ - Take disciplinary action against managers who are found guilty.√√ - Train managers to understand the impact of their actions on the business.√√ - Create a culture of professionalism.√√ - Any other relevant answer related to methods of addressing unprofessional behaviour. Any (1 x 2) (2) 4.2.2 - Train him/her in good telephone practice.√√ - Suggest how he/she can improve his/her behaviour.√√ - Discuss the importance of good public relations with all stakeholders.√√ - Any other relevant answer related to methods of addressing unprofessional behaviour. Any (1 x 2) (2) Copyright reserved Please turn over ### Page 18 Downloaded from hlayiso.com Business Studies 18 DBE/Feb.–Mar. 2015 NSC – Memorandum 4.2.3 - Introduce board meeting policies that clearly lay out procedures to follow when any board member is late for meetings.√√ - CEO should let someone know that he/she will be late, giving an acceptable reason, so that the meeting may continue. Less urgent matters may then be discussed in his/her absence.√√ - Any other relevant answer related to methods of addressing unprofessional behaviour. Any (1 x 2) (2) Max (6) 4.3 Ethical behaviour - Includes the acceptable/moral principles√ of right and wrong.√ - It determines√ human behaviour.√ - It has a positive influence√ on businesses and communities.√ - It defines√ right/fair/good/honest actions.√ - Any other relevant answer related to the description of ethical behaviour. Max (4) 4.4 Unique South African workplace diversity issues - Poverty√√ • Supply free uniforms/working clothes.√ • Provide low priced meals at canteens.√ • Offer training to improve skills for better positions in the business.√ • Any other relevant answer related to addressing poverty in the work place. Issue (2) Strategy (1) Sub max (3) - Inequality√√ • Implement equal opportunity policies when appointing new staff.√ • Equal opportunities should be considered when promoting staff.√ • Implement an Employment Equity Plan for the business.√ • Any other relevant answer related to addressing inequality in the work place. Issue (2) Strategy (1) Sub max (3) Copyright reserved Please turn over ### Page 19 Downloaded from hlayiso.com Business Studies 19 DBE/Feb.–Mar. 2015 NSC – Memorandum - Race√√ • Implement affirmative action policies as required by law.√ • No discrimination should be made based on skin colour.√ • Any other relevant answer related to addressing race in the work place. Issue (2) Strategy (1) Sub max (3) - Gender√√ • Male and female workers should be paid the same salary/wage for equal work performed.√ • All posts should be accessible to male and female workers.√ • Targets may be set for gender employment.√ • Any other relevant answer related to addressing gender in the work place. Issue (2) Strategy (1) Sub max (3) - Language√√ • Workplace policies should be prepared in more than one language so that it can be understood by all workers.√ • No worker should feel excluded in meetings conducted in one language only.√ • Any other relevant answer related to addressing language in the work place. Issue (2) Strategy (1) Sub max (3) - Age√√ • The ages of permanent workers should vary from 18 to 65 to include all age groups.√ • Promotions should not be linked to a certain age group.√ • Any other relevant answer related to addressing age in the work place. Issue (2) Strategy (1) Sub max (3) - Disability√√ • Provide easy access to the building/offices for workers in wheelchairs.√ • Ensure that workers with special needs are not marginalised/feel excluded from workplace activities.√ • Any other relevant answer related to addressing disability in the work place. Issue (2) Strategy (1) Sub max (3) Copyright reserved Please turn over ### Page 20 Downloaded from hlayiso.com Business Studies 20 DBE/Feb.–Mar. 2015 NSC – Memorandum - Culture√√ • Be sensitive to special requirement for different cultural groups, e.g. allow day(s) off for cultural holiday/festivals.√ • Cater for special food/preparation methods in the workers' canteen.√ • Any other relevant answer related to addressing culture in the work place. Issue (2) Strategy (1) Sub max (3) NOTE: Mark the first FOUR only. (Any 4 x 3) (12) Max (12) 4.5 Steps/ Procedures in handling grievances - Verbal complaint√ - the employee states his problem to his supervisor.√ - Investigation√ - the supervisor listens, investigates the problem and suggests solutions.√ - Formal written complaint√ - if the employee is not satisfied with the suggested solution(s), he/she can make a formal written complaint to the next level of management.√ - Further investigation by next management level√ - this level investigates the problem again, suggests a solution and makes a recommendation.√ - Resolution of problem/grievance√ - grievance is solved and the employee is happy.√ - If employee is not satisfied, he/she declares a dispute√ - the matter is referred for mediation and arbitration/CCMA/Labour court.√ - Any other relevant answer related to steps/actions in grievance procedures. NOTE: 1. Accept steps in any order. 2. Mark the first FOUR only. (Any 4 x 2) (8) Max (8) 4.6 Principles of professionalism - Respect yourself and the dignity and rights of others√√ e.g. respecting other languages/cultures.√ - Respect the image of the business/your profession√√ e.g. adhere to the dress code of the business/profession.√ - Act with integrity/honesty/reliability√√ e.g. keep to working hours even if no other workers are around/do not use the business resources for personal gain.√ - Be committed to quality√√ apply your skills and knowledge to the benefit of the business/society at large.√ - Adhere to confidentiality measures√√ by not disclosing sensitive information about customers/business.√ - Remain objective, act fairly and justly to all√√ without being bias or showing favouritism.√ Copyright reserved Please turn over Text truncated here. 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