# Business Studies Grade 12 NSC November 2018 Memo (English) > Grade 12 Business Studies memorandum from the NSC November Exam 2018 (English), 48 pages. Read online or download the free PDF. - Page: https://www.hlayiso.com/library/business-studies-nov-2018-final-memo-eng/55d361e1-b6c8-410a-93bd-a60a2321b4fe - Updated: 2026-09-27 - Subject: Business Studies - Grade: Grade 12 - Document type: Memorandum - Year: 2018 - Exam period: NSC November 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 November 2018 Memo (English)](https://www.hlayiso.com/library/business-studies-nov-2018-final-memo-eng/55d361e1-b6c8-410a-93bd-a60a2321b4fe) ## About this document Business Studies · Grade 12 · NSC November Exam · 2018. 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 NOVEMBER 2018 MARKING GUIDELINES MARKS: 300 These marking guidelines consist of 48 pages. Copyright reserved Please turn over ### Page 2 Downloaded from hlayiso.com Business Studies 2 DBE/November 2018 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. 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. 3. Candidates' responses must be in full sentences for SECTIONS B and C. However, this would depend on the nature of the question. 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 and moderation 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. Copyright reserved Please turn over ### Page 3 Downloaded from hlayiso.com Business Studies 3 DBE/November 2018 NSC – Marking Guidelines 8. In an indirect question, the theory as well as the response must be relevant and related to the question. 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 Define, describe, explain, discuss, elaborate, 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 2018 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 15.1 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 Maximum: Content 32 Conclusion Insight 8 TOTAL 40 Copyright reserved Please turn over ### Page 5 Downloaded from hlayiso.com Business Studies 5 DBE/November 2018 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/subheadings/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 awarded 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') 16.4 The breakdown of marks is indicated at the end of the suggested answer/ marking guidelines to each question. Copyright reserved Please turn over ### Page 6 Downloaded from hlayiso.com Business Studies 6 DBE/November 2018 NSC – Marking Guidelines 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 2018 NSC – Marking Guidelines SECTION A QUESTION 1 1.1 1.1.1 C√√ 1.1.2 D√√ 1.1.3 B√√ 1.1.4 A√√ 1.1.5 A√√ 1.1.6 A√√ 1.1.7 B√√ 1.1.8 D√√ 1.1.9 A√√ 1.1.10 D√√ (10 x 2) (20) 1.2 1.2.1 strategy√√ 1.2.2 retirement annuities√√ 1.2.3 language√√ 1.2.4 fringe√√ 1.2.5 dismissed√√ (5 x 2) (10) 1.3 1.3.1 F√√ 1.3.2 G√√ 1.3.3 I√√ 1.3.4 H√√ 1.3.5 A√√ (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 2018 NSC – Marking Guidelines SECTION B Mark the FIRST THREE answers only. QUESTION 2: BUSINESS ENVIRONMENTS 2.1 Pillars of BBBEE Option 1 - Ownership√ - Management√ - Employment Equity√ - Skills development√ - Enterprise development √ - Supplier development/Preferential procurement√ - Socio economic development/Corporate social investment√ OR Option 2 - Ownership√ - Management control√ - Skills development√ - Enterprise and supplier development√ - Socio economic development√ NOTE: Mark the first FOUR (4) only. (4 x 1) (4) 2.2 Role of SETAs - Develop sector skills plans in line with the National Skills Development Strategy.√√ - Draw up skills development plans for their specific economic sectors.√√ - Approve workplace skills plans and annual training reports.√√ - Allocate grants to employers, education and training providers.√√ - Pay out grants to companies that are complying with the requirements of the Skills Development Act.√√ - Monitor/Evaluate the actual training by service providers.√√ - Promote and establish learnerships.√√ - Register learnership agreements/learning programmes.√√ - Provide training material/programmes for skills development facilitators.√√ - Provide accreditation for skills development facilitators.√√ - Oversee training in different sectors of the South African economy.√√ - Promote learnerships and learning programmes by identifying suitable workplaces for practical work experience.√√ - Collect levies and pay out grants as required.√√ - Report to the Director General.√√ - Any other relevant answer related to the role of SETAs in supporting the SDA. Max (8) Copyright reserved Please turn over ### Page 9 Downloaded from hlayiso.com Business Studies 9 DBE/November 2018 NSC – Marking Guidelines 2.3 Business sectors/Business environments 2.3.1 Primary sector√√ (2) Motivation Duka Mines specialise in the extraction of platinum.√ (1) NOTE: Do not allocate marks for the motivation if the business sector was incorrectly identified. Max (3) 2.3.2 Classification of challenges and the extent of control BUSINESS EXTENT OF CHALLENGES CONTROL ENVIRONMENTS (2.3.2) (2.3.4) (2.3.3) 1. Their suppliers of mining - Market environment√ - Partial/Limited/ equipment have increased their Little control/No prices by more than 20%.√ control, but can influence√ 2. The supervisor does not have a - Micro environment√ - Full control√ good working relationship with his employees.√ 3. DM can no longer export their - Macro environment√ - No control√ products due to an increase in the exchange rate.√ Max (3) Max (3) Max (3) NOTE: .1.Do not award marks for challenges that are not fully quoted from the scenario. 2. Do not award marks for business environments if it is not linked to the challenges. 3. Award marks for the business environments even if the quote is incomplete. 4. The extent of control must be linked to the business environment. 5. Do not award marks for the extent of control if the business environment is not mentioned. 6. The order may be different. Max (9) 2.4 Types of diversification strategies - Concentric diversification√√ o The business adds a new product or service that is related to existing products and which will appeal to new customers.√ o Occurs when a business wants to increase its product range and markets.√ o Any other relevant answer related to concentric diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) Copyright reserved Please turn over ### Page 10 Downloaded from hlayiso.com Business Studies 10 DBE/November 2018 NSC – Marking Guidelines - Horizontal diversification√√ o The business adds new products or services that are unrelated to existing products, but which may appeal to existing customers.√ o Occurs when a business acquires or merges with a business that is at the same production stage, but it may offer a different product.√ o Any other relevant answer related to horizontal diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) - Conglomerate diversification√√ o The business adds new products or services that are unrelated to existing products which may appeal to new groups of customers.√ o Conglomerate diversification means that a business grows into new products, services and markets.√ o Any other relevant answer related to conglomerate diversification as a diversification strategy. Strategy (2) Description (1) Sub max (3) Max (9) NOTE: Mark the first THREE only 2.5 Purpose of BCEA - Enforces/Establishes basic conditions of employment√ for employers and employees.√ - Set minimum requirements/standards√ for the employment contract.√ - Regulates the right to fair labour practices√ as set out in the Constitution.√ - Adheres to the rules and regulations√ set out by the International Labour Organisation.√ - Regulates the variations√ of basic conditions of employment.√ - Advances economic development√ and social justice.√ - Any other relevant answer related to the purpose of the BCEA. Max (6) 2.6 Legislation 2.6.1 Employment Equity Act, 1998 (Act 55 of 1998)/Employment Equity Act/EEA.√√ (2) Motivation People with disabilities are encouraged to apply for this vacant position.√ (1) NOTE: Do not allocate marks for the motivation if the Act was incorrectly identified. Max (3) Copyright reserved Please turn over ### Page 11 Downloaded from hlayiso.com Business Studies 11 DBE/November 2018 NSC – Marking Guidelines 2.6.2 Impact of EEA on businesses Positives - Promotes equal opportunities√ and fair treatment in employment.√ - Encourages consultation√ between employer and employees.√ - Motivates employees√ because the workforce is more diverse/representative/ inclusive.√ - Appointment process is clearly defined√, so all parties are well informed.√ - Prevents unfair discrimination√ as it ensures that the workforce represents the demographics of the country/promotes diversity in the workplace.√ - Creates a framework√ of acceptable employment practices/affirmative action measures.√ - Promotes the implementation of affirmative action√ to address the imbalances of the past.√ - Diversity/Inclusivity in the workplace√ can be achieved.√ - Businesses are in a better position to negotiate contracts√ with the government√/Impact positively√ on BEE ratings of businesses.√ - Certified psychometric tests may be used√ to assess applicants/employees to ensure that suitable candidates are appointed.√ - Any other relevant answer related to the positive impact of EEA on businesses. AND/OR Negatives - Increased administration burden√, as businesses must compile/submit employment equity reports every two years.√ - Expensive to train/employ someone√ who knows little about the Act.√ - Other groups may not respect the knowledge/skills/experience of an EE appointment√ and may lead to conflict.√ - Fines/Penalties for non-compliant businesses√ may be expensive for the business.√ - Employers have to appoint one or more senior managers to ensure the implementation of the plan√, which increases salary expenditure.√ - Businesses must submit a compliance certificate√ before they can conduct business with state businesses.√ - Businesses are sometimes pressurised to appoint an unsuitable EE person√ to meet EE requirements.√ - Often positions go unfilled√ because there are no suitable EE candidates.√ - Any other relevant answer related to the negative impact of the EEA on businesses. NOTE: Accept relevant facts if the Act/EEA was incorrectly identified as an answer in QUESTION 2.6.1. Max (8) Copyright reserved Please turn over ### Page 12 Downloaded from hlayiso.com Business Studies 12 DBE/November 2018 NSC – Marking Guidelines 2.7 Steps in evaluating a strategy - Examine the underlying basis of a business strategy.√√ - Look forward and backwards into the implementation process.√√ - Compare the expected performance with the actual performance.√√ - Measure business performance in order to determine the reasons for deviations and analyse these reasons.√√ - Take corrective action so that deviations may be corrected.√√ - Set specific dates for control and follow up.√√ - Draw up a table of the advantages and disadvantages of a strategy.√√ - Decide on the desired outcome.√√ - Consider the impact of the strategic implementation in the internal and external environments of the business.√√ - Any other relevant answer related to the steps in evaluating a strategy. NOTE: Accept steps in any order. Max (10) BREAKDOWN OF MARKS QUESTION 2 MARKS 2.1 4 2.2 8 2.3.1 3 2.3.2 3 2.3.3 3 2.3.4 3 2.4 9 2.5 6 2.6.1 3 2.6.2 8 2.7 10 TOTAL 60 QUESTION 3: BUSINESS VENTURES 3.1 Examples of insurable risks - Theft√ - Fidelity insurance√ - Burglary√ - Money in transit√ - Fire√ - Natural disaster/Storms/Wind/Rain/Hail√ - Damage to/Loss of assets/vehicles/ equipment/buildings/premises√ - Injuries on premises√ - Any other relevant example related to insurable risks. NOTE: Mark the first THREE (3) only. (3x1) (3) Copyright reserved Please turn over ### Page 13 Downloaded from hlayiso.com Business Studies 13 DBE/November 2018 NSC – Marking Guidelines 3.2 Rights of ordinary shareholders - Shareholders have a right to: o vote at the Annual General Meeting.√√ o attend the Annual General Meeting to learn about the company's performance.√√ o receive interim and annual reports.√√ o claim on company assets in the event of bankruptcy after all other creditors and preferential shareholders have been paid.√√ - Any other relevant answer related to the rights of ordinary shareholders. NOTE: Mark the first TWO (2) only. (2x2) (4) 3.3 Leadership theories 3.3.1 Situational leadership theory√√ (2) 3.3.2 Situational leadership theory - Different leadership characteristics√ are needed for different situations.√ - The task/situation dictates the leadership style that should be applied√, so leaders are adaptable/flexible/self-assured.√ - Effective application of this theory may enable leaders√ to accomplish their goals.√ - Relationships between leaders and employees√ are based on mutual trust/ respect/loyalty/integrity/honesty.√ - Leaders have the ability to analyse the situation/get the most suitable people in the right positions√ to complete tasks successfully.√ - Leaders analyse group members/objectives/time constraints√, to adopt a suitable/relevant leadership style.√ - May lead to conflict√ when leaders use different leadership styles/when managing employees in different situations.√ - The success of this theory depends on the kind of relationship that exists√ between the leader and followers/subordinates/employees.√ - Any other relevant answer related to the situational leadership theory. NOTE: Accept relevant facts if the situational leadership theory was incorrectly identified in QUESTION 3.3.1. Max (8) Copyright reserved Please turn over ### Page 14 Downloaded from hlayiso.com Business Studies 14 DBE/November 2018 NSC – Marking Guidelines 3.4 Distinction between a private company and public company PRIVATE COMPANY PUBLIC COMPANY - May not offer shares√ to the general - Trades its shares publicly√ on the public.√ Johannesburg Securities Exchange.√ - Shares are not√ freely transferable√ - Shares are freely√ transferable. √ - Minimum of one director.√ - Minimum of three directors.√ - Name must end√ with Proprietary - Name must end√ with Limited/Ltd.√ Limited/(Pty) Ltd.√ - Annual financial statements need - Annual financial statements need to be not be audited√ and published.√ audited√ and published.√ - Does not need to publish a pros- - Have to register and publish√ a pros- pectus√ as it cannot trade its shares pectus with the Companies and publicly.√ Intellectual Property Commission/CIPC.√ - The company is not required to - Must raise a minimum subscription raise√ the minimum subscription/ prior√ to commencement of the issue minimum shares.√ company.√ - Any other relevant answer related to - Any other relevant answer related to a a private company. public company. Sub max (4) Sub max (4) NOTE: 1. The answer does not have to be in tabular format. 2. The distinction does not have to link but must be clear. 3. Award a maximum of FOUR (4) marks if the distinction is not clear/Mark either a private company or public company. Max (8) 3.5 Investments 3.5.1 Simple interest FORMULA: Interest = PxRxT √ R30 000√ x 12% x 2 years√ = R7200√ NOTE: 1. Allocate full marks (3) if the answer is correct and no workings are shown. 2. If workings were shown correctly, but the final answer is wrong, award a maximum of TWO marks. 3. If the answer is incorrect, award a maximum of ONE mark for the understanding of concept and method. 4. If there are no workings shown and the answer is incorrect, allocate a ZERO mark. Max (3) Copyright reserved Please turn over ### Page 15 Downloaded from hlayiso.com Business Studies 15 DBE/November 2018 NSC – Marking Guidelines 3.5.2 Compound interest Option 1 Year 1: R30 000√ x 12% = R3600 √ Year 2: R33 600√ x 12% = R4032√ Total interest = R7632 √ OR Option 2 FORMULA: P x (1 + r)n√ R30 000√ x (1+12/100)2 √ R30 000 x (1.12)2 =R37 632√ Total interest = R37 632- R30 000 = R7632√ NOTE: 1. Allocate full marks (4) if the answer is correct and no working are shown. 2. If workings were shown correctly, but the final answer is wrong, award a maximum of THREE marks. 3. If the answer is incorrect, award a maximum of ONE mark for the understanding of concept and method. 4. If there are no workings shown and the answer is incorrect, allocate a ZERO mark. Max (4) 3.5.3 Best investment option Compound interest√√ (2) Motivation Compound interest yields a higher interest of R7 632 than the simple interest/ Ronnete earns interest on interest accrued.√ (1) NOTE: Do not award marks for the motivation if the best investment option was not identified. Max (3) 3.6 Principles of Insurance Indemnification/Indemnity√√ - Usually applies to short term insurance, as the insured is compensated for specified/proven harm/loss.√ - Insurer agrees to compensate the insured for damages/losses specified in the insurance contract, in return for premiums paid by the insured to the insurer.√ - Protects the insured against the specified event that may occur.√ - Pay-outs from insurance companies/insurer will only be made; if there is proof that the specified event took place/if the insured can prove the amount of the loss/ damage.√ - The amount of indemnification/compensation is limited to the amount of provable loss/damage, even if the amount in the policy/insurance contract is higher.√ - The insured must be placed in the same position as before the occurrence of the loss/damage/The insured may not profit from insurance.√ - Any other relevant answer related to indemnification/indemnity as a principle of insurance. Principle (2) Discussion (1) Sub max (3) Copyright reserved Please turn over ### Page 16 Downloaded from hlayiso.com Business Studies 16 DBE/November 2018 NSC – Marking Guidelines Security/Certainty√√ - Applies to long-term insurance where the insurer undertakes to pay out an agreed upon amount in the event of loss of life.√ - A predetermined amount will be paid out when the insured reaches a pre- determined age/or gets injured due to a predetermined event.√ - Aims to provide financial security to the insured at retirement/the dependents of the deceased.√ - Any other relevant answer related to security/certainty as a principle of insurance. Principle (2) Discussion (1) Sub max (3) Utmost good faith√√ - Insured has to be honest in supplying details when entering in an insurance contract.√ - Both parties/insurer and insured must disclose all relevant facts.√ - Insured must disclose everything that may affect the extent of the risk.√ - Details/Information supplied when claiming should be accurate/true.√ - Any other relevant answer related to utmost good faith as a principle of insurance. Principle (2) Discussion (1) Sub max (3) Insurable interest√√ - Insured must prove that he/she will suffer a financial loss if the insured object is damaged/lost/ceases to exist.√ - An insurable interest must be expressed in financial terms.√ - Insured must have a legal relationship with the insured object in the contract.√ - Any other relevant answer related to insurable interest as a principle of insurance. Principle (2) Discussion (1) Sub max (3) NOTE: Mark the first TWO (2) only. Max (6) 3.7 Type of visual aid 3.7.1 Hand-outs/flyers/brochures √√ (2) Motivation Hard copies of his plans were distributed for future reference.√ (1) NOTE: Do not award marks for motivation if the visual aid was incorrectly identified. Max (3) Copyright reserved Please turn over ### Page 17 Downloaded from hlayiso.com Business Studies 17 DBE/November 2018 NSC – Marking Guidelines 3.7.2 Impact of hand-outs/flyers/brochures Positives - Meaningful hand-outs may be handed out at the start of the presentation√ to attract attention/encourage participation.√ - Notes/Hard copies of the slide presentation can be distributed at the end of the presentation√ as a reminder of the key facts of the presentation.√ - Extra information, e.g. contact details/price lists may be handed out√ to promote the services of the business.√ - Useful information for improving the next presentation may be obtained√, when the audience completes feedback questionnaires after the presentation.√ - It is easy to update handouts√ with recent information or developments.√ - Notes may be compared with electronic slides√ to validate the accuracy.√ - Any other relevant answer related to the positive impact of handouts/flyers/ brochures as a visual aid. AND/OR Negatives - Hand-outs cannot be combined with audio material√, so it only focuses on the visual aspects of support material.√ - Handing out material at the start of the presentation√ may distract/lose audience attention.√ - As it only summarises key information√, some details might be lost/omitted.√ - Printed material is expensive√ and it is easy to lose hard copies.√ - Increases the risk of unauthorised duplication/use√ of confidential information.√ - Any other relevant answer related to the negative impact of handouts/flyers/ brochures as a visual aid. NOTE: Accept relevant facts if the visual aid was incorrectly identified as an answer in QUESTION 3.7.1 Max (8) Copyright reserved Please turn over ### Page 18 Downloaded from hlayiso.com Business Studies 18 DBE/November 2018 NSC – Marking Guidelines 3.7.3 Responding to questions in a professional manner - Sipho should stand throughout the feedback session.√√ - Be polite/confident/courteous when responding to questions.√√ - Ensure that each question/comment is clearly understood before responding/re- phrase questions if uncertain.√√ - He should first listen and then respond.√√ - Provide feedback as soon as possible after the question was asked or after the session.√√ - Be direct/honest/sincere when responding to questions.√√ - Use simple language to support the examples used in the presentation.√√ - Keep answers short and to the point.√√ - Apologise/acknowledge his errors/mistakes if pointed out by the audience.√√ - Encourage questions from the audience/investors.√√ - Always address the questions and not the person.√√ - Acknowledge good questions to motivate audience to ask more questions.√√ - Sipho should not involve himself in a debate when responding to questions.√√ - He should not avoid the questions if he does not know the answer, but rather promise feedback on it.√√ - Address the full audience/investors and not only the person who posed the question.√√ - Any other relevant answer related to factors to be considered when responding to questions in a professional manner. Max (8) [60] BREAKDOWN OF MARKS QUESTION 3 MARKS 3.1 3 3.2 4 3.3.1 2 3.3.2 8 3.4 8 3.5.1 3 3.5.2 4 3.5.3 3 3.6 6 3.7.1 3 3.7.2 8 3.7.3 8 TOTAL 60 Copyright reserved Please turn over ### Page 19 Downloaded from hlayiso.com Business Studies 19 DBE/November 2018 NSC – Marking Guidelines QUESTION 4: BUSINESS ROLES 4.1 Causes of conflict in the workplace - Differences in backgrounds/cultures/values/beliefs/language√ - Limited business resources√ - Different goals/objectives for group/individuals√ - Personality differences between group/individuals√ - Different opinions√ - Unfair workload√ - Ill-managed stress√ - Unrealistic expectations√ - Poor organisation/leadership/administrative procedures and systems√ - Confusion about scheduling/deadlines√ - Ignoring rules/procedures√ - Misconduct/Unacceptable behaviour√ - High/Intense competition/Competitiveness√ - Poor communication√ - Unclear responsibilities√ - Distracted by personal objectives√ - Constant changes in the workplace√ - Unfair treatment of workers/Favouritism by management/Discrimination√ - Lack of trust amongst workers√ - Any other relevant answer related to causes of conflict in the workplace. NOTE: 1: Mark the first FIVE (5) only. 2: Accept examples (5x1) (5) 4.2 Benefits of diversity in the workplace - Workforce diversity improves the ability of a business to solve problems/ innovate/cultivate diverse markets.√√ - Employees value each other's diversity and learn to connect/communicate across lines of difference.√√ - Diversity in the workforce improves morale/motivation.√√ - Employees demonstrate greater loyalty to the business because they feel respected/accepted/understood.√√ - Diversified workforce can give businesses a competitive advantage, as they can render better services.√√ - Being respectful of differences/demonstrating diversity makes good business sense/improves profitability.√√ - Diverse businesses ensure that its policies/practices empower every employee to perform at his/her full potential.√√ - Stakeholders increasingly evaluate businesses on how they manage diversity in the workplace.√√ - Employees from different backgrounds can bring different perspectives to the business.√√ - A diversified workforce stimulates debate on new/improved ways of getting things done.√√ - Employees represent various groups and are therefore better able to recognise customer needs and satisfy consumers.√√ - Businesses with a diverse workforce are more likely to have a good public image and attract more customers.√√ - Any other relevant answer related to the benefits of diversity in the workplace. Max (8) Copyright reserved Please turn over ### Page 20 Downloaded from hlayiso.com Business Studies 20 DBE/November 2018 NSC – Marking Guidelines 4.3.1 Stages of team development from the scenario STAGES OF TEAM MOTIVATION DEVELOPMENT 1 Storming√√ Josiah always questioned the other member's ideas and opinions as he wanted to be the team leader.√ 2 Norming/ Settling/ The team members eventually reached an reconciliation√√ agreement and consensus on the way forward.√ Sub max (4) Sub max (2) NOTE:1. Do not award marks for motivation if the stages of team development were incorrectly identified. 2. Award marks for the stages of team development even if the quote is incomplete. Max (6) 4.3.2 Other stages of team development Forming stage√√ - Individuals gather information and impressions about each other and the scope of the task and how to approach it.√ - This is a comfortable stage to be in.√ - People focus on being busy with routines, such as team organisation e.g. who does what, when to meet each other√, etc. - Any other relevant answer related to the forming stage of team development. Stage (2) Explanation (1) Sub max (3) Performing stage/Working as a team towards a goal√√ - Team members are aware of strategies and aims of the team.√ - They have direction without interference from the leader.√ - Processes and structures are set.√ - Leaders delegate and oversee the processes and procedures.√ - All members are now competent, autonomous and able to handle the decision- making process without supervision.√ - Differences among members are appreciated and used to enhance the team's performance.√ - Any other relevant answer related to the performing stage/working as a team towards a goal of team development. Stage (2) Explanation (1) Sub max (3) - Adjourning/Mourning stage√√ - The focus is on the completion of the task/ending the project.√ - Breaking up the team may be traumatic as team members may find it difficult to perform as individuals once again.√ - All tasks need to be completed before the team finally dissolves.√ - Any other relevant answer related to the adjourning/mourning stage of team development Stage (2) Explanation (1) Sub max (3) Copyright reserved Please turn over ### Page 21 Downloaded from hlayiso.com Business Studies 21 DBE/November 2018 NSC – Marking Guidelines NOTE: 1. Mark the first THREE (3) only. 2. Do not allocate marks for Storming/ Norming as identified in Question 4.3.1 Max (9) 4.4 Advantages of creative thinking in the workplace - Better/Unique/Unconventional ideas/solutions√ are generated.√ - May give the business a competitive advantage√ if unusual/unique solutions/ ideas/strategies are implemented.√ - Complex business problems√ may be solved.√ - Productivity increases√ as management/employees may quickly generate multiple ideas which utilises time and money more effectively.√ - Managers/Employees have more confidence√ as they can live up to their full potential.√ - Managers will be better leaders√ as they will be able to handle/manage change(s) positively and creatively.√ - Managers/Employees can develop a completely new outlook√, which may be applied to any task(s) they may do.√ - Leads to more positive attitudes√ as managers/employees feel that they have contributed towards problem solving.√ - Improves motivation√ amongst staff members.√ - Managers/Employees have a feeling of great accomplishment√ and they will not resist/obstruct the process once they solved a problem/contributed towards the success of the business.√ - Management/employees may keep up√ with fast changing technology.√ - Stimulates initiative from employees/managers√, as they are continuously pushed out of their comfort zone.√ - Creativity may lead to new inventions√ which improves the general standard of living.√ - Any other relevant answer related to the advantages of creative thinking in the workplace. Max (8) 4.5 Application of the force-field analysis technique - Describe the current situation/problem√ and the desired situation.√ - List all driving/pros and restraining/cons forces√ that will support and resist change.√ - Allocate a score to each force√ using a numerical scale, where 1 is weak and 5 is strong.√ - Weigh up the positives and negatives√ then decide if the project is viable.√ - Choose the force√ with the highest score as the solution.√ - If the project is viable√, find ways to increase the forces for change.√ - Identify priorities√ and develop an action plan.√ - Any other relevant answer related to the application of the force field analysis technique when solving complex business problems. Max (6) Copyright reserved Please turn over Text truncated here. 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