# Business Studies Grade 12 NSC November 2017 Memo (English) > Grade 12 Business Studies memorandum from the NSC November Exam 2017 (English), 51 pages. Read online or download the free PDF. - Page: https://www.hlayiso.com/library/business-studies-nov-2017-memo-eng/56ac81f1-98a2-4f11-be25-43e3928be81c - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2017 - Exam period: NSC November Exam - Curriculum: CAPS - Pages: 51 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 November 2017 Memo (English)](https://www.hlayiso.com/library/business-studies-nov-2017-memo-eng/56ac81f1-98a2-4f11-be25-43e3928be81c) ## About this document Business Studies · Grade 12 · NSC November Exam · 2017. Memorandum, 51 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 NOVEMBER 2017 MARKING GUIDELINES MARKS: 300 These marking guidelines consist of 51 pages. Copyright reserved Please turn over ### Page 2 Downloaded from hlayiso.com Business Studies 2 DBE/November 2017 NSC – Marking Guidelines 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 country (d) Implement appropriate measures in the teaching, learning and assessment of the subject at schools/institutions of learning 1. For marking and moderation purposes, the following colours are recommended: Marker: Red Senior Marker: Green Deputy Chief Marker: Brown/Black/Blue Chief Marker: Pink Internal moderator: Orange DBE Moderator: Turquoise 2. Candidates' responses must be in full sentences for SECTIONS B and C. However, this would depend on 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 marking guidelines • 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 Business Studies 3 DBE/November 2017 NSC – Marking Guidelines 9. Incorrect numbering of answers to questions or sub questions in SECTIONS 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 an '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: 1. The above could apply to 'analyse' as well. 2. Note the placing of the tick (√) in the allocation of marks. 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, state, mention, outline, motivate, recommend, suggest, (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, compare, distinguish, differentiate, justify, devise, analyse, evaluate, critically evaluate (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 Please turn over ### Page 4 Downloaded from hlayiso.com Business Studies 4 DBE/November 2017 NSC – Marking Guidelines 14. Mark only the FIRST answer where candidates offer more than one answer for SECTION B and C questions that require one answer. 15. SECTION B 15.1 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. 15.2 If two facts are written in one sentence, award the candidate FULL credit. Point 14.1 above still applies. 15.3 If candidates are required to provide their own examples/views, brainstorm this at the marking centre to finalise alternative answers. 15.4 Use of the cognitive verbs and allocation of marks: 15.4.1 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. 15.4.2 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. 15.5 ONE mark may be awarded for answers that are easy to recall, requires one word answers or is quoted directly from a scenario/case study. This applies to SECTIONS B and C in particular (where applicable). 16. SECTION C 16.1 The breakdown of the mark allocation for the essays is as follows: Introduction Content Maximum: Conclusion 32 Insight 8 TOTAL 40 Copyright reserved Please turn over ### Page 5 Downloaded from hlayiso.com Business Studies 5 DBE/November 2017 NSC – Marking Guidelines 16.2 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. 16.3 Indicate insight in the left-hand margin with a symbol e.g. ('L, A, -S and/or O'). Copyright reserved Please turn over ### Page 6 Downloaded from hlayiso.com Business Studies 6 DBE/November 2017 NSC – Marking Guidelines 16.4 The breakdown of marks is indicated at the end of the suggested answer/ marking guidelines to each question. 16.5 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. 16.6 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 16.7 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 MARK BREAKDOWN at the end of each question.) 16.8 If the candidate identifies/interprets the question INCORRECTLY, then he/she may still obtain marks for layout. 16.9 If a different approach is used by candidates, ensure that the answers are assessed according to the mark allocation/subheadings as indicated in the marking guidelines. 16.10 16.10.1 Award TWO marks for complete sentences. Award ONE mark for phrases, incomplete sentences and vague answers. 16.10.2 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. 16.11 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 DBE/November 2017 NSC – Marking Guidelines SECTION A QUESTION 1 1.1 1.1.1 D√√ 1.1.2 B√√ 1.1.3 A√√ 1.1.4 C√√ 1.1.5 B√√ 1.1.6 D√√ 1.1.7 A√√ 1.1.8 D√√ 1.1.9 B√√ 1.1.10 C√√ (10 x 2) (20) 1.2 1.2.1 macro√√ 1.2.2 RSA Retail Savings Bonds√√ 1.2.3 performing√√ 1.2.4 continuous improvement to processes and systems√√ 1.2.5 backward√√ (5 x 2) (10) 1.3 1.3.1 J√√ 1.3.2 E√√ 1.3.3 H√√ 1.3.4 C√√ 1.3.5 I√√ (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 DBE/November 2017 NSC – Marking Guidelines SECTION B Mark ONLY the FIRST THREE answers. QUESTION 2: BUSINESS ENVIRONMENTS 2.1 Types of business sectors - Primary√ - Secondary√ - Tertiary√ NOTE: Mark the first THREE (3) responses, as they may include incorrect business sectors. (3 x 1) (3) 2.2 Steps to develop a strategy - Application of SWOT analysis/PESTLE/Porter's Five Forces/environmental scanning of the business environments.√√ - Formulate strategies to meet objectives/Develop measurable strategic goals/objectives.√√ - Implement strategies using action plans√√, etc. - Evaluation of strategies/Compare the expected performance with the actual performance/ Measure business performance in order to determine the reasons for deviations and analyse these reasons√√, etc. - Any other relevant answer related to the steps in strategy development. NOTE: 1. Accept steps in any order. 2. Mark the first FOUR (4) only. Max (8) Copyright reserved Please turn over ### Page 9 Downloaded from hlayiso.com Business Studies 9 DBE/November 2017 NSC – Marking Guidelines 2.3 PESTLE analysis PESTLE CHALLENGES RECOMMENDATIONS ELEMENT (2.3.1) (2.3.3) (2.3.2) (a) The profitability Economic√√ - Reduce the profit margin.√√ of the business - Cut down on unnecessary spending.√√ has decreased/ - Any other relevant recommendation related to due to high how MJF can deal with high inflation rates as inflation rates.√ an economic challenge. Sub max (1) Sub max (2) Sub max(2) (b) Low income Social√√ - Offer learnerships/bursaries to members of the levels of community.√√ customers.√ - Offer skills development programmes.√√ - Any other relevant recommendation related to how MJF can deal with low income levels of customers as a social challenge. Sub max (1) Sub max (2) Sub max(2) (c) MJF had to pay a Legal/ - Renew the trading licence on time.√√ hefty (heavy) Legislation√√ - Review the administrative clerk's job fine/because description.√√ their trading - Diarise the renewal date and follow up with the license was not administrative clerk.√√ renewed on - Any other relevant recommendation related to time.√ how MJF can deal with the renewal of a trading licence as a legal challenge. Sub max (1) Sub max (2) Sub max(2) Max (3) Max (6) Max (6) NOTE: 1. Recommendations must be linked to the identified challenge. 2. Mark the first (1) recommendation for each challenge only. 3. The answer does not have to be in tabular format. 2.4 Types of defensive strategies 2.4.1 Divestiture√√ - The business disposes/sells some assets/divisions that are no longer profitable/ productive.√ - Businesses may sell off divisions/product lines with slow growth potential.√ - Unproductive assets are sold to pay off debts/reduce operational costs.√ - Process used to withdraw its investment in another business.√ - Aims at acquiring additional capital.√ - Any other relevant answer related to divestiture as a defensive strategy. NOTE: Accept divestment/disinvestment/unbundling as an alternative answer. Strategy (2) Explanation (1) Sub max (3) Copyright reserved Please turn over ### Page 10 Downloaded from hlayiso.com Business Studies 10 DBE/November 2017 NSC – Marking Guidelines 2.4.2 Liquidation√√ - All assets are sold to pay creditors due to a lack of capital/cash flow.√ - Selling the entire business in order to pay all liabilities/close down the business.√ - Creditors may apply for forced liquidation in order to have their claims settled.√ - Companies in financial difficulty may apply for business rescue to avoid liquidation.√ - Any other relevant answer related to liquidation as a defensive strategy. Strategy (2) Explanation (1) Sub max (3) 2.4.3 Retrenchment√√ - Terminating the employment contracts of employees for operational reasons.√ - Decreasing the number of product lines/Closing certain departments may result in some workers becoming redundant.√ - Any other relevant answer related to retrenchment as a defensive strategy. Strategy (2) Explanation (1) Sub max (3) NOTE: Mark the first THREE (3) responses as they may include incorrect defensive strategies. (3 x 3) (9) 2.5 Porter's Five Forces 2.5.1 Bargaining power of buyers/Buyer power - Business must assess how easy it is for its buyers/customers√ to drive prices down.√ - Determine the number of buyers/the importance of each buyer to the business√ and the cost of switching to other products.√ - A few powerful buyers√ are often able to dictate terms to the business.√ - Buyers buying in bulk√ can bargain for prices in their favour.√ - If buyers/customers can do without the business's products√ they may have more power to determine the prices and terms of sale.√ - Conduct market research√ to gather more information about its buyers.√ - Any other relevant answer related to the bargaining power of buyers/buyer power as a Porter's Five Force. Max (4) Copyright reserved Please turn over ### Page 11 Downloaded from hlayiso.com Business Studies 11 DBE/November 2017 NSC – Marking Guidelines 2.5.2 Competitive rivalry - If competitors have a unique product/service√, they have greater power/impact on the market.√ - Draw up a competitor's profile of each similar business in the area√ to determine its strength√/Business should determine how many competitors there are√ and how influential they are in the market.√ - If a business has many competitors with similar products√, the business will have very little power in the market.√ - Some businesses have the necessary resources to start price wars√ and continue selling at a loss until some/all competitors leave the market.√ - Any other relevant answer related to competitive rivalry as a Porter's Five Force. Max (4) 2.6 Legislation 2.6.1 Labour Relations Act, 1995 (Act 66 of 1995)/Labour Relations Act/LRA√√ (2) Quote from the scenario - Workers are allowed to join a trade union of their choice/The management of JTB resolves work related disputes through statutory conciliation, mediation and arbitration.√ (1) NOTE: Do not award marks for the motivation/quotation if the Act was incorrectly identified. Max (3) 2.6.2 Negative impact of LRA on businesses/JTB Negatives/Disadvantages - Employers/JTB may have to disclose information about workplace issues to union representatives√ that could be the core of their competitive advantage.√ - Employers may not dismiss employees at will√, as procedures have to be followed.√ - Some businesses/JTB may feel that the LRA gives employees too much power√ as it creates lengthy procedures, e.g. consulting with workplace forums.√ - Employers may not get a court interdict√ to stop a strike.√ - Strike action always result in loss of production√ for which employers may not claim.√ - Some trade unions may not promote the mandate of their members√, but embark on industrial action, which is harmful to labour relations between employers and employees.√ - Labour disputes and bargaining council processes become disruptive/time- consuming√ and can lead to a decrease in productivity in businesses.√ Copyright reserved Please turn over ### Page 12 Downloaded from hlayiso.com Business Studies 12 DBE/November 2017 NSC – Marking Guidelines - Many employees take advantage of the right to strike√ without acknowledging their responsibilities.√ - Expensive to consult labour experts/to appoint additional workers√ during strikes.√ - Any other relevant answer related to the negative impact/disadvantages of the LRA on businesses/JTB. NOTE: Accept relevant facts, if the Act/LRA was incorrectly identified as an answer in QUESTION 2.6.1. Max (8) 2.7 Practical ways in which businesses can comply with the National Credit Act. - Businesses should register with the National Credit Regulator.√√ - Submit an annual compliance report to the National Credit Regulator.√√ - Obtain credit records/checks of clients before granting loans.√√ - Conduct credit affordability assessments to ensure that clients are able to meet their √√obligations.√√ - Offer applicants pre-agreement statements.√√ - Disclose all costs of a loan/No hidden costs should be charged/added.√√ - Any other relevant answer related to ways in which businesses can comply with NCA. NOTE: 1. Mark the first THREE (3) only. 2. Do not award marks for consumer rights. (3 x 2) (6) [60] BREAKDOWN OF MARKS QUESTION 2 MARKS 2.1 3 2.2 8 2.3.1 3 2.3.2 6 2.3.3 6 2.4 9 2.5.1 4 2.5.2 4 2.6.1 3 2.6.2 8 2.7 6 TOTAL 60 Copyright reserved Please turn over ### Page 13 Downloaded from hlayiso.com Business Studies 13 DBE/November 2017 NSC – Marking Guidelines QUESTION 3: BUSINESS VENTURES 3.1 Factors that should be considered when making investment decisions - Return on investment (ROI)√ - Risk√ - Investment term/period√ - Tax implications/Taxation√ - Inflation rate√ - Fluctuations/Volatility of investment markets/Economic stability√ - Liquidity√ - Personal budget√ - 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 answer related to factors that should be considered when making investment decisions. NOTE: Mark the first FIVE (5) only. (5 x 1) (5) 3.2 Rights of preference shareholders - Receive dividends regardless of how much profits are made.√√ - Receive a fixed rate of return/dividend.√√ - They are paid first/enjoy preferential rights to dividends.√√ - They have a preferred claim on company assets in the event of bankruptcy/ liquidation of the company.√√ - Receive interim and annual reports.√√ - They only have voting rights at the AGM under particular circumstances/for certain resolutions.√√ - Cumulative shareholders must receive outstanding/accrued dividends from previous years.√√ - Participating preference shareholders have the right to share in surplus profits.√√ - Any other relevant answer related to the rights of preference shareholders. NOTE: 1. Mark the first FOUR (4) only. 2. Accept the specific rights linked to the types of preference shareholders. (4 x 2) (8) 3.3 Leadership styles 3.3.1 Laissez-Fair/Free Reign√√ 3.3.2 Democratic/Participative/Consultative√√ 3.3.3 Transactional√√ (3 x 2) (6) Copyright reserved Please turn over ### Page 14 Downloaded from hlayiso.com Business Studies 14 DBE/November 2017 NSC – Marking Guidelines 3.4 Role of personal attitude in successful leadership - Positive attitude releases√ leadership potential.√ - A leader's good/bad attitude√ can influence the success/failure of the business.√ - Leaders must know their strengths and weaknesses√ to apply their leadership styles effectively.√ - Great leaders understand that the right attitude√ will set the right atmosphere.√ - Leaders' attitude may influence√ employees'/teams' thoughts/behaviour.√ - Leaders should model the behaviour√ that they want to see in team members.√ - Successful leaders consider the abilities/skills of team members√ to allocate tasks/roles effectively.√ - Enthusiasm√ produces confidence in a leader.√ - A positive attitude is critical for good leadership√ because good leaders will stay with the task regardless of difficulties/challenges.√ - Successful employees and leaders have a constant desire to work√ and achieve personal/professional success.√ - Leaders with a positive attitude know√ that there is always more to learn/space to grow.√ - Any other relevant answer related to the role of personal attitude in successful leadership. Max (6) 3.5 Forms of ownership 3.5.1 Private Company√√ (2) Motivation The name of Kadijah Printers ends with (Pty) Ltd/Kadijah Printers (Pty) Ltd cannot invite the public to buy shares.√ (1) NOTE: Do not award marks for the motivation, if the form of ownership was incorrectly identified. Max (3) 3.5.2 Functions of the JSE - Gives opportunities to financial institutions such as insurance companies√ to invest their funds in shares√/Mobilises the funds√ of insurance companies and other institutions.√ - Serves as a barometer/indicator√ of economic conditions in South Africa.√ - Keeps investors informed√ on share prices by publishing it daily.√ - Acts as a link√ between investors and public companies.√ - Shares are valued√ and assessed by experts.√ - Small investors are invited to take part in the economy√ of the country through the buying/selling of shares.√ - Access to venture capital markets√ is made possible.√ - Serves as orderly market√ for securities/shares.√ - Regulates the market√ for dealing in shares.√ - Encourages new investments√ in South African companies.√ - Serves as a source for/Raises√ primary capital.√ - Plans/Researches and advises√ on investment possibilities.√ - Ensures that the market operates√ in a transparent manner.√ Copyright reserved Please turn over ### Page 15 Downloaded from hlayiso.com Business Studies 15 DBE/November 2017 NSC – Marking Guidelines - Ensures that the market operates√ in a transparent manner.√ - Provides protection√ for investors.√ - Encourages√ short-term investment.√ - Facilitates electronic trading√ of shares/STRATE.√ - Any other relevant answer related to the functions of the Johannesburg Securities Exchange/JSE. NOTE: Do not award marks for 'selling shares to the public'. Max (10) 3.6 Presentation 3.6.1 Factors to be considered before doing 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 with an introduction, body and conclusion.√ - The conclusion must summarise 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 board of directors.√ - Find out about the venue for the presentation√, e.g. what equipment is available/appropriate/availability of generators as backup to load shedding.√ - Consider the time frame√ for presentation, e.g. fifteen minutes allowed.√ - Rehearse√ to ensure a confident presentation/effective use of time management.√ - Prepare for the feedback session√, by anticipating possible questions/ comments.√ - Any other relevant answer related to the factors that must be considered before doing a presentation. Max (8) 3.6.2 Aspects to be considered when designing a multimedia presentation - Start with the text/headings.√√ - Use legible font and font size.√√ - Select the background.√√ - Choose images that may help to communicate the message.√√ - Include/Create graphics.√√ - Add special effects/sound/animation.√√ - Create hyperlinks to allow quick access to other files/documents/video clips.√√ - Keep slides/images/graphs simple.√√ - Make sure there are no grammatical/spelling errors.√√ - Use bright colours to increase visibility.√√ - Structure information in a logical sequence.√√ - Limit the information on each slide.√√ - Any other relevant answer related to aspects to be considered when designing a multimedia presentation. Max (6) Copyright reserved Please turn over ### Page 16 Downloaded from hlayiso.com Business Studies 16 DBE/November 2017 NSC – Marking Guidelines 3.7 Importance of a state-owned company (SOC) - Profits may be used to finance other state departments/reduce taxes.√√ - Generates income to finance social programmes.√√ - Jobs are created for all skills levels.√√ - Offer essential services which may not be offered by the private sector.√√ - Prices are kept reasonable/Create sound competition with the private sector to make services affordable to more citizens.√√ - Wasteful duplication of services is eliminated.√√ - Planning can be co-ordinated through central control.√√ - Any other relevant answer related to the importance of a state-owned company (SOC). Max (8) [60] BREAKDOWN OF MARKS QUESTION 3 MARKS 3.1 5 3.2 8 3.3 6 3.4 6 3.5.1 3 3.5.2 10 3.6.1 8 3.6.2 6 3.7 8 TOTAL 60 QUESTION 4: BUSINESS ROLES 4.1 Components of Corporate Social Responsibility - Environment/Environmental awareness√ - Ethical corporate social investment√ - Health and safety√ - Corporate governance√ - Business ethics√ - Employment equity√ - Supply chain√ - Customers√ - Community√ - Any other relevant answer related to the components of CSR. NOTE: Mark the first FIVE (5) only. (5 x 1) (5) Copyright reserved Please turn over ### Page 17 Downloaded from hlayiso.com Business Studies 17 DBE/November 2017 NSC – Marking Guidelines 4.2 Benefits of CSI for businesses - May attract experienced employees/increase the pool of skilled labour√ which could increase productivity.√ - The business may have a good public image/reputation√ as they look after their employees/conduct themselves in a responsible way.√ - CSI projects may be used as a marketing strategy√ to promote products/ services.√ - The business may have a competitive advantage√, resulting in good publicity and an improved reputation.√ - Promotes customer loyalty√ resulting in increased sales/profit/more customers.√ - CSI projects promote teamwork√ amongst the employees of the business.√ - Business may enjoy tax advantages√, e.g. tax reduction/rebates.√ - Assist in addressing socio-economic issues√ e.g. poverty.√ - If the corporate sector gets voluntarily involved in CSI√, it is less likely that government will enforce the issue through legislation.√ - Employees feel like they are making a difference√ in working for this business.√ - It helps to retain staff/lower staff turnover√ as employees' health/safety is considered.√ - CSI helps to attract investors√ which may lead to expansion/growth.√ - Improves the health of its employees√ through focussed CSI programmes.√ - The business may become more community-based√ by working closely with the community to roll out skills development projects.√ - Any other relevant answer related to the benefits of CSI for the businesses. Max (8) 4.3 Distinguish between Corporate Social Responsibility (CSR) and Corporate Social Investment (CSI) CORPORATE SOCIAL RESPONSIBILITY CORPORATE SOCIAL INVESTMENT (CSR) (CSI) - The intention is to change√ business - Actively committing money and practices.√ resources√ to uplift the community.√ - Focus is on increasing image√ and - Focus is on upliftment of community√ profits.√ without return on investment.√ - Ensure that all internal CSR policies/ - Ensure that CSI projects are relevant√ practices√ include stakeholders' to the needs of communities.√ interests/environmental issues.√ - Often intended√ as a marketing - Intended to benefit and uplift communi- initiative.√ ties√ through social development.√ - Projects are usually linked to the busi- - Projects are external to the business√ ness√, e.g. a manufacturing business and have a strong developmental offering to train the unemployed.√ approach.√ - Any other relevant answer related to - Any other relevant answer related to Corporate Social Responsibility. Corporate Social Investment. Sub max (2) Sub max (2) NOTE: 1. The answer does not have to be in tabular format, but the distinction must be clear. 2. Award a maximum of TWO (2) marks if the distinction is not clear/ Mark either CSR or CSI only. Max (4) Copyright reserved Please turn over ### Page 18 Downloaded from hlayiso.com Business Studies 18 DBE/November 2017 NSC – Marking Guidelines 4.4 Unethical business practices UNETHICAL BUSINESS TYPES SUGGESTIONS PRACTICES (4.4.2) (4.4.3) (4.4.1) (a) Some employees of Abuse of Abuse of work time: SCC downloaded work time/ - SCC should speak directly to those employees music and movies unauthorised who abuse work time.√√ using the business's use of - SCC should monitor employees to ensure that Internet.√ workplace tasks are completed.√√ resources√√ - Structure working hours in such a way that employees have free/flexible time for personal matters.√√ - Create a culture of responsibility/strengthen team spirit in order for all employees to feel responsible for what has to be achieved.√√ - Any other relevant answer related to practical ways to deal with abuse of work time. Unauthorised use of workplace resources: - Limit the number of employees having authority/access to business assets/ resources.√√ - Conduct regular audits.√√ - Create awareness/Educate employees on the impact of unauthorised use of resources.√√ - Implement/Introduce clear policies/strategies to prevent the unauthorised use of workplace resources.√√ - Any other relevant answer related to practical ways to deal with unauthorised use of workplace resources. Abuse of work time/Unauthorised use of work- place resources: - Code of conduct/ethics should contain clear rules about abuse of work time.√√ - Conduct training on the contents of the code of conduct/ethics.√√ - Code of conduct/ethics should be signed by all employees so that they are aware of its contents.√√ Sub max (1) Sub max (2) Sub max (4) Copyright reserved Please turn over ### Page 19 Downloaded from hlayiso.com Business Studies 19 DBE/November 2017 NSC – Marking Guidelines (b) Cindy, a manager, Sexual - SCC should address internal complaints and promised Anton a harassment implement disciplinary procedures.√√ promotion if he √√ - Educate employees on sexual harassment agrees to have a matters.√√ relationship with - Formulate a policy regarding sexual her.√ harassment.√√ - SCC should create a good working environment where all employees' rights and dignity are respected.√√ - Internal investigation should be made in order to determine the seriousness of the harassment.√√ - Serious cases/matters on sexual harassment should be reported to the appropriate institutions such as the SA Police Services (SAPS).√√ - Ensure compliance with the law/business code of conduct.√√ - Any other relevant answer related to practical ways to deal with sexual harassment. Sub max (1) Sub max (2) Sub max (4) Max (2) Max (4) Max (8) NOTE: 1. Suggestions must be linked to the identified TYPES of unethical business practices in QUESTION 4.4.2. 2. Award a maximum of TWO (2) marks if suggestions are based on the unethical business practices quoted in QUESTION 4.4.1. 3. Allocate TWO (2) marks for the TYPE of unethical business practice identified in QUESTION 4.4.2, if the unethical business practice in QUESTION 4.4.1 was not directly quoted, but based on the scenario. 4.5 Criteria for assessing successful team performance Interpersonal attitudes and behaviour√√ - Members have a positive attitude of support and motivation towards each other.√ - Good/Sound interpersonal relationships will ensure job satisfaction/increase productivity of the team.√ - Members are committed/passionate towards achieving a common goal/ objectives.√ - Team leader acknowledges/gives credit to members for positive contributions.√ - Any other relevant answer related to interpersonal attitudes and behaviour as criteria for assessing successful team performance. Criteria (2) Explanation (1) Sub max (3) Copyright reserved Please turn over ### Page 20 Downloaded from hlayiso.com Business Studies 20 DBE/November 2017 NSC – Marking Guidelines Shared values/Mutual trust and support√√ - Shows loyalty/respect/trust towards team members despite differences.√ - Shows respect for the knowledge/skills of other members.√ - Perform team tasks with integrity/pursuing responsibility/meeting team deadlines with necessary commitment to team goals.√ - Any other relevant answer related to shared values/mutual trust and support as criteria for assessing successful team performance. Criteria (2) Explanation (1) Sub max (3) Communication√√ - A clear set of processes/procedures for team work ensures that every team member understands his/her role.√ - Efficient/Good communication between team members may result in quick decisions.√ - Quality feedback improves the morale of the team.√ - Open/Honest discussions lead to effective solutions of problems.√ - Continuous review of team progress ensures that team members can rectify mistakes/act pro-actively to ensure that goals/targets are reached.√ - Any other relevant answer related to communication as criteria for assessing successful team performance. Criteria (2) Explanation (1) Sub max (3) Co-operation/Collaboration√√ - Clearly defined realistic goals are set, so that all members know exactly what is to be accomplished.√ - Willingness to co-operate as a unit to achieve team objectives.√ - Co-operate with management to achieve team/business objectives.√ - Agree on methods/ways to get the job done effectively without wasting time on conflict resolution.√ - All members take part in decision making.√ - A balanced composition of skills/knowledge/experience/expertise ensures that teams achieve their objectives.√ - Any other relevant answer related to co-operation/collaboration as criteria for assessing successful team performance. . Criteria (2) Explanation (1) Sub max (3) NOTE: Mark the first THREE (3) only. (3 x 3) (9) Copyright reserved Please turn over ### Page 21 Downloaded from hlayiso.com Business Studies 21 DBE/November 2017 NSC – Marking Guidelines 4.6 Problem solving techniques 4.6.1 PROBLEM SOLVING QUOTE FROM SCENARIO TECHNIQUE Brainstorming√√ - Employees were requested to suggest new ideas in a large group without working individually/These ideas were used to inspire new thoughts.√ (2) (1) Sub max (3) Force-field analysis√√ - SF wanted to change the design of some of their furniture/ The management of SF evaluated the advantages and disadvantages of each idea.√ (2) (1) Sub max (3) NOTE: 1. Mark the first TWO (2) only. 2. Do not award marks for quotes if the problem solving techniques are incorrectly identified. Max (6) 4.6.2 Advantages of problem solving techniques Advantages of brainstorming - Better solutions are developed√ through collective contributions.√ - Combinations of ideas/improvements can be chosen√ after all the ideas have been written down.√ - Employees are motivated√ as they are allowed to contribute to problem solving.√ - Stimulates creative thinking√ in the workplace.√ - People get ideas from others√ and build on them.√ - Any other relevant answer related to the advantages of brainstorming as a problem solving technique. Max (4) OR Advantages of Force-field analysis - Employees feel included√ and understood.√ - Employees develop√ and grow with the business.√ - Informed decisions can be made√ as forces for and against are critically evaluated.√ - Enables businesses to strengthen the driving forces√ and weaken the restraining forces.√ - Any other relevant answer related to the advantages of Force-field analysis as a problem solving technique. NOTE: 1. Accept relevant facts, if brainstorming/force-field analysis was incorrectly identified as answers in QUESTION 4.6.1. 2. Do not award marks for 'change the design'/'inspire new thoughts' as advantages of problem solving techniques. Max (4) Copyright reserved Please turn over Text truncated here. 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