# Business Studies Grade 12 Eastern Cape Mock 2016 Memo > Grade 12 Business Studies memorandum from the Eastern Cape Mock Exam 2016, 52 pages. Read online or download the free PDF. - Page: https://www.hlayiso.com/library/business-studies-gr12-memo-sep2016-engl/38a5ee64-8065-476e-b19e-abf62f5a1e8a - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2016 - Exam period: Eastern Cape Mock Exam - Curriculum: CAPS - Pages: 52 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 Eastern Cape Mock 2016 Memo](https://www.hlayiso.com/library/business-studies-gr12-memo-sep2016-engl/38a5ee64-8065-476e-b19e-abf62f5a1e8a) ## About this document Business Studies · Grade 12 · Eastern Cape Mock Exam · 2016. Memorandum, 52 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 NATIONAL SENIOR CERTIFICATE GRADE 12 SEPTEMBER 2016 BUSINESS STUDIES MEMORANDUM MARKS: 300 This memorandum consists of 52 pages. ### Page 2 2 BUSINESS STUDIES (EC/SEPTEMBER 2016) NOTES TO MARKERS 1. Candidates’ responses for SECTIONS B and C must be in full sentences; however this would depend on the nature of the question. 2. 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. 3. 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.) 4. The word ‘sub-max’ is used to facilitate the allocation of marks within a question or sub-question. 5. 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. 6. In an indirect question, the theory as well as the response must be relevant and related to the question. 7. Incorrect numbering of questions or sub-questions will be penalised. This is applicable to all the sections of the paper. 8. No additional credit must be given for repetition of facts. Indicate with an R. 9. 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. 10. SECTION B 10.1 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. Copyright reserved Please turn over ### Page 3 (EC/SEPTEMBER 2016) BUSINESS STUDIES 3 10.2 If two facts are written in one sentence, award the candidate FULL credit. Point 10.1 above still applies. 10.3 If candidates are required to provide their own examples/views, brainstorm this to come up with alternative answers. 10.4 USE OF THE COGNITIVE VERB AND ALLOCATION OF MARKS 10.4.1 Where the number of facts are specified questions that require candidates to ‘explain/discuss/describe’ will be marked as follows: Heading 2 marks Explanation 1 mark (or as indicated in the memorandum). The ‘heading’ and ‘explanation’ are given separately to facilitate mark allocation. 10.4.2 If the number of facts is not specified, the candidate must be informed by the nature of the question and the maximum marks allocated. 10.5 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. 11. SECTION C 11.1 The breakdown of the mark allocation for the essays is as follows: Introduction Content Maximum: 32 Conclusion Insight 8 TOTAL 40 11.2 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 interpretation: question/interpret it correctly to show understanding of what is being asked.) 2 Synthesis: (What parts of the question would you have included in the answer? Are there decisions made from a 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 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 Copyright reserved Please turn over ### Page 4 4 BUSINESS STUDIES (EC/SEPTEMBER 2016) 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. 11.3 Indicate insight in the left-hand margin with a symbol e.g. (‘L, A, S and/or O’). 11.4 The components of insight are indicated at the end of the suggested answer for each question. 11.5 Mark all the relevant facts until the MAXIMUM mark in a subsection has been attained. Write MAX after maximum marks have been obtained. 11.6 At the end of each essay indicate the allocation of marks for facts and marks for insight as follow: (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 11.7 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 sub-headings are encouraged and contribute to insight (structuring/logical flow/sequencing) and indicate clarity of thought. (See MARKS BREAKDOWN at the end of each question.) 11.8 If the candidate identifies/interprets the question INCORRECTLY, then he/she may still obtain marks for layout. 11.9 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. 11.10 Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers. Copyright reserved Please turn over ### Page 5 (EC/SEPTEMBER 2016) BUSINESS STUDIES 5 SECTION A: COMPULSORY QUESTION 1 1.1 1.1.1 B √√ Autocratic 1.1.2 C √√ Basic Conditions of Employment 1.1.3 A √√ Preference 1.1.4 D √√ Recruitment 1.1.5 B √√ Belbin role 1.1.6 D √√ Employment Contract 1.1.7 C √√ Public relations 1.1.8 B √√ R7 024,64 1.1.9 C √√ Partnership 1.1.10 A √√ Diversification (10 x 2) (20) 1.2 1.2.1 Conglomerate √√ 1.2.2 Responsibility √√ 1.2.3 Control √√ 1.2.4 Staff development √√ 1.2.5 Personal liability company √√ (5 x 2) (10) 1.3 1.3.1 C √√ 1.3.2 D √√ 1.3.3 G √√ 1.3.4 A √√ 1.3.5 I √√ (5 x 2) (10) TOTAL SECTION A: 40 BREAKDOWN OF MARKS 1.1 20 1.2 10 1.3 10 TOTAL 40 Copyright reserved Please turn over ### Page 6 6 BUSINESS STUDIES (EC/SEPTEMBER 2016) SECTION B QUESTION 2: BUSINESS ENVIRONMENT 2.1 2.1.1 Basic Conditions of Employment Act √√ (2) 2.1.2 Ways of non-compliance - Making workers work for long hours without rest periods. √ - Forcing workers to work overtime. √ - No extra pay for overtime. √ - Denied all applications of leave. √ NOTE: Mark the first THREE (3) only. (3) 2.1.3 Conditions of Employment (a) Working time - Workers who work five or less days per week, √ may not work more than nine hours per day, or 45 hours per week. √ - Workers who work more than five days per week, √ may not work more than eight hours per day, √ or 45 hours per week. - Workers must have a meal break of 60 minutes √ after five hours of work.√ - Any other relevant answer related to working time in the Basic Conditions of Employment Act. Max. (4) (b) Leave conditions 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. √ 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. √ 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. Family responsibility leave Three to five (3 to 5) days paid leave per year √ on request, when: - The employee’s child is born/sick.√ - In the event of the death of the employee’s spouse/life partner/parent/adoptive parent/grandparent/ child/adoptive child/grandchild/sibling. √ Copyright reserved Please turn over ### Page 7 (EC/SEPTEMBER 2016) BUSINESS STUDIES 7 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.√ - Any other relevant answer related to leave in the Basic Conditions of Employment Act. Max. (4) (c) Overtime - Only by agreement/Employees cannot be forced √ to work overtime. √ - No more than √ 3 hours per day. √ - No more than √ ten hours a week. √ - Overtime worked on week days and Saturdays √ employees get paid 1,5 times normal wage.√ - Overtime worked on Sundays and public holidays employees √ get paid double the normal wage.√ - Any other relevant answer related to the working time in the Basic Conditions of Employment Act. Max. (4) 2.2 2.2.1 Consumer rights - Right to choose √√ - Right to privacy and confidentiality √√ - Right to fair and honest dealings √√ - Right to information about products and agreements/Right to disclosure and information √√ - Right to fair/responsible marketing/promotion √√ - Right to fair value/good quality and safety √√ - Right to accountability from suppliers √√ - Right to fair, just and reasonable terms and conditions √√ - Right to equality in the consumer market place √√ NOTE: Mark the first FOUR only. (4 x 2) (8) 2.2.2 Impact of Consumer Protection Act (CPA) on consumers Positives - There is now only one law protecting consumers √ and this makes it easier to enforce and apply the law. √ - Protects the consumers from unfair, exploitative √ and aggressive business and marketing activities. √ - Promotes consumer rights and ensures that businesses do not √ violate these rights. √ - Allows all consumers fair access to √ for goods and services. √ - Educate consumers about how to participate√ responsibly in the goods and services market.√ - Ensures that consumers do not buy goods of poor quality √ which do not meet quality standards. √ - Provide consumers with information √ and thereby promote consumer education. √ Copyright reserved Please turn over ### Page 8 8 BUSINESS STUDIES (EC/SEPTEMBER 2016) - Consumers are forced to make responsible √ and informed decisions. √ - Consumers have a cooling-off period of five working days √ after purchasing a product.√ - Protect consumers from hazardous products √ or poor workmanship in terms of service rendered. √ - Encourage consumers to complain, √ if there is something wrong with the product. √ - Any other relevant answer related to the positives of the CPA for consumers. AND/OR Negatives - Consumers may not be aware √ of the CPA/their consumer rights.√ - Consumers may be unaware √ of mechanisms in place to lodge disputes. √ - Serious implementations problems √ with regard to handling consumer complaints. √ - Any other relevant answer related to the negatives of the CPA for consumers. Max. (8) 2.3 2.3.1 Secondary sector √ Motivation – Fashion Factory manufactures African dresses.√√ Max. (3) 2.3.2 CHALLENGE ENVIRONMENT Frank the human resources manager does not Micro √√ have much knowledge of the new labour legislation. √ Supplier of material is unreliable and often out of Market √√ stock. √ Strong competition abroad. √/Difficult to break into Market √√ international market; strong competition abroad. √ Macro √√ Increase in fuel price. √ Macro √√ Socio-economic problems: HIV/Aids, Macro √√ unemployment, crime and poverty. √ Sub-max. (4) Sub-max. (8) NOTE: Mark the first FOUR only. Max. (12) 2.4 Activities of strategy evaluation - Examine the underlying bases of business strategy.√√ - Compare expected performance (measure business’ performance). √√ - Take corrective action when necessary. √√ - Any other relevant answer related to activities of strategy evaluation. NOTE: Mark the first TWO (2) only. (2 x 2) (4) Copyright reserved Please turn over ### Page 9 (EC/SEPTEMBER 2016) BUSINESS STUDIES 9 2.5 Ways to comply with the Skills Development Act (SDA) - Businesses should register with SARS. √√ - Skills development levy must be paid. √√ - Register employees with SARS to be able to claim back after training.√√ - Businesses with more than 50 employees must appoint a skills development facilitator. √√ - Assess the skills of employees to determine areas in which skills development are needed. √√ - Encourage employees to participate in learnerships and other training programmes. √√ - Provide all employees with the opportunity to improve their skills. √√ - Businesses should register with the relevant SETAs. √√ - Any other relevant answer related to the ways in which businesses may comply with the SDA. Max. (8) [60] BREAKDOWN OF MARKS 2.1.1 2 2.1.2 3 2.1.3 12 2.2.1 8 2.2.2 8 2.3.1 3 2.3.2 12 2.4 4 2.5 8 TOTAL 60 Copyright reserved Please turn over ### Page 10 10 BUSINESS STUDIES (EC/SEPTEMBER 2016) QUESTION 3: BUSINESS VENTURES 3.1 3.1.1 Types of investment - RSA Retail Savings Bonds √ - Unit trusts √ (2) 3.1.2 Differences between RSA Retail Savings Bonds and Unit trusts RSA Retail Savings Bonds Unit Trusts - Two different types of bonds are - It consists of a number of available, √ i.e. fixed rate savings different shares/ securities/other bonds and inflation-linked retail types of investments √ put savings bond. √ together by a fund manager. √ - It is easily obtainable √ on the RSA - Funds are pooled by Retail Savings Bond fund/portfolio managers√ to buy website/directly from the National shares on the JSE in a variety Treasury/from any branch of the of sectors. √ post office/Pick 'n Pay. √ - Minimum of R1 000 √ can be - Minimum amounts √ is not invested. √ always specified. √ - Early withdrawals may be made - It can easily be converted into after 12 months, √ subject to a cash √ without penalties. √ penalty. √ - Interest is earned half yearly √ on - Interest and/or dividends are re- 31 March and 30 September. √ invested √ for the period of the investment. √ - Interest earned is paid out √ into - Dividends and/or interest the bond holder's bank account √/ earned are re-invested √ to Investors can choose to re-invest ensure higher growth. √ interest √ in a new investment. √ - Any other relevant answer related - Any other relevant answer to RSA Retail Savings Bonds. related to unit trusts. Sub-max. (4) Sub-max. (4) Max. (8) NOTE: 1. The differentiation must be clear. 2. Answer does not have to be in tabular format. 3. Award a maximum of 2 marks if the distinction is not clear. 4. Accept paragraph style answer. Copyright reserved Please turn over ### Page 11 (EC/SEPTEMBER 2016) BUSINESS STUDIES 11 3.1.3 Factors to consider when choosing a type of investment - Return of investment √ - Risk √ - Investment term/period √ - Tax implications √ - The influence of the inflation rate on investment √ Max. (2) 3.2 3.2.1 Non-compulsory √ Motivation: - Non-compulsory insurance is not required by law but it can provide additional protection for businesses. √√ - Non-compulsory insurance is insurance that businesses and individuals can choose to take out voluntarily/optional cover. √√ - Non-compulsory insurance is not a legal requirement and is not set up by the government as a minimum requirement. √√ - Non-compulsory insurance is chosen by the insured and not enforced by law. √√ - Any other relevant answer related to non-compulsory insurance. Type: (1) Motivation: (2) Max: (3) 3.2.2 Underinsurance - Underinsurance is when property or assets are not insured for their full market value.√√ - Underinsurance is when property or assets are insured for less than the current/actual value.√√ - Any other relevant answer related to underinsurance. Max. (2) 3.2.3 Amount insured x damages (formula) Market value √ = x 300 000 √√ = R195 000 √ NOTE: 1. Award full marks (5) if the answer is correct and no workings are shown. 2. If workings (process/procedure) demonstrate understanding of the concept, but the final answer is wrong, award the maximum of THREE (3) marks. 3. If there are no workings shown and the answer is incorrect, award a ZERO mark. Max. (5) Copyright reserved Please turn over ### Page 12 12 BUSINESS STUDIES (EC/SEPTEMBER 2016) 3.3 Private company Factor Success Failure 3.3.1 Capital - Capital can be - Shares cannot be increased √ by taking sold√ to the public. √ on more - Capital is limited √ to shareholders.√ private - There is no limit to the shareholders. √ number of shares√ a - Any other relevant private company can answer related to the register with CIPC and impact of capital. issue to obtain capital.√ - Any other relevant answer related to impact of capital. Sub-max. (2) Sub-max. (2) Max. (4) 3.3.2 Management - Business managed by - Owners can remove directors √ with themselves from the expertise. √ daily running of the - Directors are usually business, √ so often highly skilled there is no personal individuals √ who involvement. √ know how to run a - Large management business. √ structures √ can - Directors are result in decision- accountable √ to making taking time. √ shareholders. √ - Shareholders have - It is easy to make the power to elect quick decisions √ directors, √ but not all regarding new shareholders opportunities that exercise their voting arises, since only one rights. √ board member is - Directors may needed. √ sometimes act in - Any other relevant their own interest, √ answer related to not in the company’s impact of best interests. √ management. - Any other relevant answer related to impact of management. Sub-max. (2) Sub-max. (2) Max. (4) Copyright reserved Please turn over ### Page 13 (EC/SEPTEMBER 2016) BUSINESS STUDIES 13 3.3.3 Legislation - Easier to establish √ - Take a long time √ under the Companies and is a long process Act. √ to form a company. √ - Must complete √ - Can be expensive √ Memorandum of to make the Incorporation and necessary Notice of Incorporation payments.√ and payment fee to - Can become register company.√ complicated √ to - Any other relevant obtain all the answer related to necessary legal impact of legislation. documents. √ - Any other relevant answer related to the impact of legislation. Sub-max. (2) Sub-max. (2) Max. (4) 3.4 Presentation of business information 3.4.1 Factors to be considered when preparing for a presentation - Clear purpose/intentions/objectives √ and main points of the presentation. √ - Main aims √ captured in the introduction/opening statement of the presentation.√ - Information presented √ should be relevant and accurate. √ - Fully conversant √ with the content/objectives of the presentation. √ - Background/Diversity/Size/Pre-knowledge of the audience √ to determine the appropriate visual aids. √ - Prepare a rough draft of the presentation √ with a logical structure/format/introduction, body and conclusion.√ - Conclusion shows a summary of the key facts √ and how it relates to the objectives/shows that all aspects have been addressed. √ - Create visual aids/graphics √ that will consolidate the information/facts to be conveyed to the audience. √ - Find out about the venue for the presentation, √ e.g. what equipment is available/appropriate. √ - Consider the timeframe for presentation, √ e.g. fifteen minutes allowed to complete the presentation. √ - Rehearsal √ to ensure a confident presentation/time was used effectively. √ - Prepare for the feedback session, √ by anticipating possible questions/comments. √ - Any other relevant answer related to the factors that must be considered when preparing for a presentation. Max. (10) Copyright reserved Please turn over ### Page 14 14 BUSINESS STUDIES (EC/SEPTEMBER 2016) 3.4.2 Handling of feedback and responding to questions - Stand up throughout the feedback session. √√ - Be polite, confident and courteous/humorous. √√ - Listen and then respond. √√ - Make sure that you understand the question/s before responding. √√ - Acknowledge good questions. √√ - Rephrase questions if uncertain. √√ - Do not get involved in a debate. √√ - Do not avoid the question, if you do not know the answer, refer the question to the audience or the employees √√/ Rectify if incorrect answers are given. √√ - Address the whole audience and not only the person asking the question. √√ - Provide feedback as soon as possible after the observed event. √√ - Be direct, honest, sincere. √√ - Use simple language and support what you say with an example/Keep answers short and to the point. √√ - Presenter must encourage questions from the audience. √√ - Do not allow any one member of the audience to dominate the discussion. √√ - Note/write down the questions asked to be able to respond correctly. √√ - Challenge during feedback should be studied to improve future presentations. √√ - Feedback can be given orally or in writing. √√ - Anticipate the questions and prepare possible answers beforehand. √√ - Questions should be addressed in an orderly manner. √√ - Any other relevant answer related to factors are to be considered when handling feedback and responding to questions. NOTE: Mark the first FIVE (5) only. (5 x 2) (10) Copyright reserved Please turn over ### Page 15 (EC/SEPTEMBER 2016) BUSINESS STUDIES 15 3.5 Disadvantages of partnerships - Unlimited liability √√ Partners are jointly and severally liable for all business debts. √ Wrongful actions of one partner will affect all other partners. √ - Limited capital √√ Amount of capital that can be invested is limited by partners’ savings/credibility. √ - Lacks continuity√√ If one partner dies/moves away a new partnership agreement has to be established/a new partnership is formed.√ - Uneven distribution of duties/responsibilities/contribution√√ Some partners may do more work/spend more time in the business than others.√ Partners may all contribute equally.√ - Different personalities√√ Personalities/Opinions of partners may lead to conflict/disagreement.√ - Any other relevant answer related to the disadvantages of partnership. NOTE: 1. Mark the first TWO (2) only. 2. Award marks if the fact is integrated in the explanation. Heading (2) Explanation (1) Max. (6) [60] BREAKDOWN OF MARKS 3.1.1 2 3.1.2 8 3.1.3 2 3.2.1 3 3.2.2 2 3.2.3 5 3.3.1 4 3.3.2 4 3.3.3 4 3.4.1 10 3.4.2 10 3.5 6 TOTAL 60 Copyright reserved Please turn over ### Page 16 16 BUSINESS STUDIES (EC/SEPTEMBER 2016) QUESTION 4: BUSINESS ROLES 4.1 Ethics and Professionalism 4.1.1 Abusing working time/resources √ (1) 4.1.2 Possible strategies - The code of conduct/ethics should contain clear rules about abusing work time/conduct of personal matters during working hours. √√ - Policy should be signed by all employees so that they are aware of its content. √√ - Implement policies for employees to have restricted access to business assets. √√ - Employees should be monitored and work towards realistic goals to get work done. √√ - Business must introduce/implement time monitoring systems and time recording procedures.√√ - Structure work hours in such a way that employees have free/flexible time for personal matters. √√ - Create a culture of responsibility towards the business √√/Strengthen team spirit so that all employees feel responsible for what has to be achieved. √√ - Any other relevant answer related to addressing abuse of work time/resources. NOTE: Mark the first TWO (2) only. (2 x 2) (4) 4.1.3 Problem solving steps - Identify the problem. √√ Edge Line must recognise that low productivity√ and rising expenses is a problem.√ - Define the problem. √√ Edge Line must define low productivity and rising expenses, √ e.g. employees are abusing work time/resources.√ Write down the possible causes √ of low productivity and rising expenses.√ - Identify possible solutions to the problem. √√ Edge Line must generate a wide range of possible solutions, √ e.g. through brainstorming/creative and/or lateral thinking.√ Investigate to make sure all aspects of the problem√ are fully understood. √ - Facilitate the discussion amongst the persons involved with problem/evaluate each solution. √√ Edge Line must use critical and analysis skills √ to evaluate each solution.√ Consider the advantages and disadvantages √ of each alternative solution.√ - Select the most appropriate alternative. √√ Edge Line must set criteria for the best solution, √ in terms of aspects such as time/cost/risk involved. √ The best solution should match√ the size and the resources of the business.√ If the solution is not appropriate, √ go back to defining the problem. √ Copyright reserved Please turn over ### Page 17 (EC/SEPTEMBER 2016) BUSINESS STUDIES 17 - Develop an action plan. √√ Edge Line must arrange the necessary resources √ and delegate tasks. √ Formulate policies for employees √ to have restricted access to business’s assets. √ Employees should be monitored √ and work towards realistic goals to get work done. √ Business must introduce/implement time monitoring systems √ and time recording procedures. √ - Implement the suggested solution. √√ Edge Line must carry out√ the planned actions. √ - Monitor the implementation of the action plan. √√ Edge Line must continuously monitor √/test the implementation of the solution/action plan. √ - Evaluate the chosen solution to the problem. √√ Edge Line must continuously monitor √/test the solution/action plan. √ If problems emerge, Edge Line must recognise √ and re-formulate the problem for improved solutions in the future. √ Take √ corrective measures. √ NOTE: 1. Mark steps in any order. 2. The ‘Sub max’ of TWO (2) marks for application in each step must be adhered to. 3. Allocate SIX (6) marks for naming, mark until you reach a maximum of 6 marks and avoid marking the first THREE steps only. Step: Sub-max. (6) Application: Sub-max. (6) Max. (12) 4.2 4.2.1 Benefits of Twizza hits a six - Open many new opportunities for those young players. √ - Help develop their cricket skills. √ - Increase their discipline and character. √ (3 x 1) (3) 4.2.2 Benefits for the business - Can serve as a marketing strategy√ and promote the image of the business. √ - A company may have a competitive advantage, √ as it leads to good publicity and an improved reputation. √ - May attract √ experienced employees √/increase the pool of skilled labour √ that would increase productivity. √ - It helps to attract and retain √ staff √/Lower √ staff turnover √ as employees’ health and safety √ are considered√/Improves √ the health of its employees. √ - The business enjoys the goodwill √ and support of communities. √ - CSR helps to attract √ investors. √ - If the CSR is aligned with company policies/vision/mission statement, √ it shows accountability towards all stakeholders.√ Copyright reserved Please turn over ### Page 18 18 BUSINESS STUDIES (EC/SEPTEMBER 2016) - Businesses that support CSR through various programmes, √ encourages and rewards employees √ if they get involved in CSI programmes. - CSI programmes have better success rate if it is fully supported √ by top management. √ - Sustained environmental consideration programmes may lead to reducing costs, √ which can make funds available for other business operations. √ - If the corporate sector gets involved voluntarily in CSR, √ it is less likely that Government will enforce the issue through legislation. √ - Businesses may enjoy√ tax rebates from SARS. √ - Any other relevant answer related to benefits to the business. Max. (6) 4.2.3 Challenges for the business - The community may not support √ the enterprise, √ i.e. may not buy √ the products of the enterprise. √ - Difficulty √ in adherence to legislation √ governing CSR. - Small and medium enterprises find it difficult √ to implement CSI programmes. √ - CSI activities can distract √ businesses from their core business functions. √ - Social involvement is paid from a company’s profit √ that could have been used to lower prices to the benefit of customers. √ - Detailed reports must be drawn up, √ which can be time consuming. √ - Social spending reduces √ a company’s economic efficiency and makes it less competitive.√ - It can increase financial risk, √ as programmes cost money and may impact negatively on profits.√ - Company directors are accountable to shareholders, √ not to the communities.√ - It is difficult to accurately measure √ the effectiveness of social investment. √ - It is difficult to determine √ the exact needs of the community. √ - Most managers are not trained and lack experience √ to handle social programmes. √ - Some shareholders/stakeholders might withdraw their support from the company √ as they feel that social issues should be the government’s responsibility. √ - Providing goods and services that meet the needs of the consumers is, √ according to some stakeholders, already socially responsible. √ - Some CSI programmes will be regarded as a public relations stunt, as these programmes improve the business’s image√ without having a sustainable/long term effect. √ - Shareholders, as the only real stakeholders, may suffer √ as their profits are spent on CSR. √ - Employees may spend more time working √ on CSI programmes instead of focusing on their core duties. √ - Any other relevant answer related to challenges to the business. Max. (6) Copyright reserved Please turn over ### Page 19 (EC/SEPTEMBER 2016) BUSINESS STUDIES 19 4.2.4 CSI projects - Charitable contribution towards NGOs/Businesses can donate blankets to old age homes/running soup kitchens. √√ - Involvement in community education/Build schools in communities/Offer bursaries to needy students/Donate old computers to less privileged schools/Provide/Support adult education and training in the local community. √√ - Teach entrepreneurial skills/Offer support to individuals starting new business ventures. √√ - Conduct skills development/job creation projects/Offering bricklaying courses. √√ - Sponsor art and cultural programmes, such as school choirs. √√ - Support youth programmes, such as sport/recreational activities. √√ - Any other relevant answer related to the contribution of corporate social investment (CSI) projects to the community. NOTE: 1. Mark the first THREE (3) only. 2. Award a maximum of TWO (2) marks if the example demonstrates the same practical way and contribution of CSI projects to the community. Max. (6) 4.3 Causes of conflict within a team - Lack of proper communication between leaders and members. √√ - Ignoring rules/procedures may result in disagreements and conflict. √√ - Leaders and/or members may have different personalities/ background. √√ - Different values/levels of knowledge/skills/experience of team members. √√ - Little/no co-operation between internal and/or external parties/stakeholders. √√ - Lack of recognition for good work, e.g. a leader may not show appreciation for extra hours worked to meet deadlines. √√ - Lack of member development may increase frustration levels as members may repeat errors due to lack of knowledge/skills. √√ - Unfair disciplinary procedures, e.g. favouritism. √√ - Little/no support from management with regard to supplying the necessary resources. √√ - Leadership styles used, e.g. autocratic leaders may not consider members’ inputs. √√ - Unrealistic deadlines and 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 members 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 causes of conflict. Max. (10) Copyright reserved Please turn over ### Page 20 20 BUSINESS STUDIES (EC/SEPTEMBER 2016) 4.4 Stages of teamwork - Forming √√ A team is formed consisting of different individuals, √ who will have to work together towards a common goal. √ Team members volunteer √ to work together. √ Formed√ to solve a problem/challenge. √ Individuals are driven √ by the desire to be accepted by the other team members. √ Team members gather information √ about each other/the objectives of the team. √ This is a good opportunity √ to see how each member performs as an individual and how he/she responds to pressure.√ Any other relevant answer related to the formation of a team. - Storming √√ After the team has been formed, √ it goes through a period of uneasiness known as storming. √ Different ideas √ are stormed for consideration. √ Team members open up to each other √ and confront each other’s ideas/perspectives. √ This stage is necessary/important √ for the growth of the team. √ Team members should be tolerant of/patient √ with each other to survive this stage. √ Any other relevant answer related to the storming stage of a team. - Norming √√ Team members: Agree on a mutual/common plan √ for the team.√ Consider their own ideas, √ but agree with others to make the team perform well. √ Take the responsibility/have √ the ambition to work towards the success of the team. √ May focus too much on preventing conflict √ that they become reluctant to share controversial ideas. √ Any other relevant answer related to the norming stage of a team. - Performing √√ Team members: Know each other √ and can function as a unit. √ Find ways to get the job done smoothly √ without conflict/external supervision. √ Are motivated/knowledgeable/competent/able √ to handle the decision-making process in the team.√ Will make the most of the necessary decisions√ to work towards a common goal.√ Will go through all four stages√ many times as they encounter changing circumstances.√ Any other relevant answer related to the performing stage of a team. 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