June 2009 - UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS Q...

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Unformatted text preview: UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS Q U N I SA ms MNG201 6 {494969) May/June 2009 RMN201 X (470453) GENERAL MANAGEMENT (BUSINESS MANAGEMENT (GENERAL) 201) Duration 2 Hours 70 Marks EXAMINERS : FIRST PROF T BREVIS SECOND MS MJ VRBA This paper consists of 22 pages (including this page) and Instructions for the completlon of a mark-reading sheet INSTRUCTIONS: This paper comprises 70 multiple-chOIce questions, worth one mark each, Wthh you have to answer on the mark-reading sheet Please make sure that you have filled In the following Information on your mark reading sheet 0 Your student number a The module code (MNGZO16) . The unique number of the paper (494969 for MN62016 or 470458 for RMN201X) [TURN OVER] 2 MNG2016 MAY/JUN 2009 Answer the following 70 multiple-choice questions on the mark-reading sheet. 1 1 Identify the wrong statement Managers are usually CIaSSIfied into two categories, namely according to their level in the organisation and by the functional area of management for which they are responsible Organismg involves determining the VlSlon and mission of an organisation and finding the resources for reaching the vi3ion and missmn Leading the organisation means making use of influence and power to motivate employees to achieve organisational goals. The management process are encountered at all levels and in all departments of an organisation As far as the decision-making role of a manager is concerned, four groups of actIVIties can be dlStlthlShed, namely 2 a b c d e f 1 2 3 4 3 1 2 3 4 4 The figurehead analyser entrepreneur problem solver allocator of resources negotiator abcd bdef cdef acde skills involve the manager's thinking and planning abilities Interpersonal Technical Conceptual Analysmg function includes that group of activities concerned with the development of new products and improvmg old products LODM—t operations management research and development public relations marketing [TURN OVER] CDQOU'BJ #WN—l- CDQOU'QI #OJN—t 1 2 3 4 3 MNGZO16 MAY/JUN 2009 Middle-level of management pnmanly performs the followmg functions planning organrsmg leading control coordination abce abcd bc cd Wthh of the followmg can be regarded as the classical approaches to management? Total Quantity Management Systems theory Screntific management school Process approach Bureaucratic approach acd bde cde de IS a high-performance system for Implementing business strategy Re-engmeenng er Sigma The learning organisation Quantitative Management System 8 Identify the wrong statement as far as the systems approach to management rs concerned 1 4303M The organisation can be Vlewed as a group of Interrelated parts With a Single purpose to remain in balance Managers need to deal wrth the IndIVIdual parts of the organisation separately A system Is an tnterrelated set of elements functioning as a whole The approach developed In the 19508 {T URN OVER] 10 11 12 4 MN<32016 MAYIJUN 2009 The approach to management states that there IS no srngle best way to manage an organisation 1 scientific 2 process 3 contingency 4 re-englneerlng The quantitative management theory comprises the followrng management scrence operations research decisron scrences 00"” ab abc b be #OON-A Which of the followmg is not a characteristic of the management envrronment? 1 The rate of envnronmentai change differs between organisations In various sectors of the economy 2 Uncertainty In the envrronment Is a function of the amount of Information available on envrronmental variables as well as of the confidence that management has In the Information 3 Organisations In more complex envrronments have the advantage that they requure less critical Information for decrsnon making. 4 Revolutionary envrronments are unpredictable and are characterlsed by continuous change In its assessment of competition, management should bear In mind that the nature and intensity of competition in a particular market environment are determined by the followrng forces the possrblllty of new entrants the bargaining power of clients and customers the availability of accurate information on competition the bargaining power of suppliers the availability of substitute products or servrces the forming of alliances wrth competing industries the number of exrsting competitors ‘0'“(DQOU'SD abcd abdeg bdefg cdfg #WNA [TURN OVER] 5 MNGZO16 MAYIJUN 2009 13 “A Coke Within arm‘s reach” Is an example of a of the Coca-Cola Company 1 Vision 2 mlSSlon 3 strategy 4 policy 14 The Balanced Scorecard developed by Kaplan and Norton, can be used for the followrng purposes a to set goals for individuals in the organisation b to translate the mission statement into measurable, long-term goals 0 to select a grand strategy for the organisation by Identifying Its relative competitive posmon and the market growth rate to plan proiects Involvmg numerous actiwties and their Interrelationships to ensure that standards for finance, customer satisfaction, internal processes and learning and Innovation are set that can be used in the control process (Do. abc abe bc cde huh-)4 Questions 15 to 16 Various crises may be sources of uncertainty and high risk for organisations Match the category of crises in Column A With an example thereof in Column B CRISES EXAMPLE — — — 17 Managers should optimise when they are making , decisions, while they should when they are making , decisions 1 non-programmed, high-risk, satisfice, programmed, low-risk 2 non-programmed, low-risk, satisfice, programmed, high-risk 3 programmed, low—risk, satisfice, non—programmed. high-risk 4 non-programmed, high-risk, satisfice, nonprogrammed, low-risk 18 Managers can make use of and decision-making tools In conditions of certainty 1 probability analySIs, linear programming 2 break-even analysis, deCI3ion tree 3 Simulation, pay—off matrix 4 queumg theory, linear programming [T URN OVER] 19 20 21 22 6 MNGZO16 MAYIJUN 2009 The Kepner-Fourie method for de0i8ion making combines the approach to deCISIOD making With subjective, qualitative. linear programming objective, quantitative, some subjectiinty cost, benefit, group deci3ion support systems objective, brainstorming, the nominal group technique #wN—t For each organisational function, various IT applications must that can be used to support the particular function The sewice function of an organisation can be supported by the followmg IT applications call centres personnel records factory automation order entry failure analysis commission calculation '“CDD-OU'Q} acd ae be df #CJONA information-reporting systems, deCI3ion support systems and executive information systems can be classflied as operations information systems management information systems electronic commerce systems process control systems thA The is a Wide area network that links an organisation's employees, suppliers, customers and other key stakeholders electronically internet extranet intranet information-reporting system th—k [TURN OVER] 23 24 25 26 27 7 MNG2016 MAYIJUN 2009 Which of the followmg three steps form part of the systems analysis phase of the Information systems development cycle? a Develop a logical data-flow diagram to depict the system, Its procedures and the flow of information b A study of the Information requirements of an organisation and Its end-users c Understand the current system that IS to be Improved or replaced and to detenmne the importance and scope of the problem at hand d Monitor, evaluate and modify a system once It IS up and running e Determine the system requrrements for a new or Improved Infom'latlon system 1 a c e 2 b c d 3 b c e 4 c d e Web-based auctions where consumers can buy and sell directly between one another, IS an example of e-commerce 1 business-to~consumer 2 busrness—to-busrness 3 consumer-to-busmess 4 consumer-to-consumer A flat rganlsation exusts when there are levels wrth spans of control, whereas a organisation eXIsts when there are levels wrth spans of control 1 many, narrow, tall, few, Wide 2 few; Wlde flat, many, narrow 3 many, wide, flat, few, narrow 4 few; wrde, tall, many, narrow ln interdependence, the output of one unit becomes the Input for the next unit 1 sequential 2 pooled 3 recrprocal 4 none of the above Which of the followrng are advantages of decentralisation? Improved decrsron making Fosters a competitive climate Improved control Less Intenswe training Is reqmred Reduced workload for top managers (DQOO'QJ abc abe be cde #ODNA rrURN OVER] 28 29 30 31 32 8 MNG2016 MAYIJUN 2009 Matrix departmentalisation combines and departmental structures 1 location, customer 2 product; network 3 team, divisional 4 functional, product Identify the wrong statement as far as organismg is concerned 1 The organisation structure is responsible for creating a mechanism to coordinate the activities in the entire organisation 2 Structure follows strategy 3 Delegation is the process of assigning responSIbility and accountability for attaining goals 4 The organisational chart is a graphic representation of the way that an organisation is put together The control system informs management of the following 1 actiwties are proceeding according to plan 2 activities do not proceed according to plan 3 the Situation has changed 4 1, 2 and 3 To exerCIse inventory control in the organisation, the followmg techniques can be a quality control b economic order quantity c material requirements planning d budget , e just-in-time system abc bcd bce cde hOOINJ—‘L Strategic control in an organisation is a close study of the organisation’s total effectiveness labour turnover total quality management productIVIty management effectiveness CDQOU'D) abc ade bde cde #hDJN—fi [TURN OVER] 33 34 35. 36 37 9 MNG2016 MAYIJUN 2009 control focuses on how inputs are productiver transformed into outputs 1 Preliminary 2 Screening 3 Post action 4 Strategic budgets focus on diverse aspects of the organisation not expressed In finanCIal terms, for example 1 Operational, contract budgets 2 Non-finanCIal, capital budgets 3 Non-finanCIal, time proiections of prolects 4 Operational, balance budgets A sales representative talks to the production manager of an organisation to ensure that enough inventories is carried to satisfy the needs of customers This iS an example of communication 1 horizontal 2 upward 3 downward 4 lateral Which of the followmg are examples of structural factors that are communication barriers in the way of effective communication between a sender and receiver climate group Size non-verbal cues spatial constraints status (DQOU'SD abc bcd bde cde #OJN—k can be defined is a specrfic's organisation‘s gateway to internist-based information 1 Electronic mail 2 A database 3 A busmess portal 4 Wireless communication [TURN OVER] 10 MNG2016 MAYIJUN 2009 38 Electronic mail has become popular With managers for the followmg reasons e—mail is relatively inexpensive e—mail Increases productivity by eliminating the need for paper-handling steps employees who might never confront co—workers face-to—face are less heSItant to explode at others Via e-mail d information can be sent, returned and recalled in moments OU'OJ abc abd bcd cd AWNA 39 IS a technique whereby organisational conflict can be managed whereby conflicting parties meet face—to—face for identifying the reason for the conflict and resolving it through open dlSCUSSlOl‘l 1 Formulating a shared goal 2 Problem solvmg 3 Resource expanding 4 Smoothing 40 Which one of the followmg statements is wrong regarding negotiation? 1 Negotiation is an exchange of information through communication, With the purpose of reaching an agreement between conflicting parties who have certain things in common and disagree With others 2 Negotiation is conSIdered as an event and not a process 3 Negotiation should be directed at reaching some form of agreement 4 The negotiation process should be fleXible. Read the follownng case study on Vodacom to answer questions 41 to 70 VODACOM Vodacom is South Africa's leading cell phone network operator With 23 million customers and a 58% market share The company’s shareholders are Telkom (50%) and the Vodafone Group (50%) The company also bUIIdS and operates GSM cell phone networks in Tanzania, the Democratic Republic of Congo. Lesotho and Mozambique The introduction of the Electronic Communications Act has enabled Vodacom to Widen its scope far beyond telecommunications to make cell phones essential lifestyle tools beyond just voice communications It has the potential to democratise the internet and e-mail in Africa on the same scale that telephone access has been made available Vodacom's global alliance With Vodafone livel has put mobile teleViSion, internet access, e-mail and enteitainment on cell phones Vodacom's culture is shaped by a Winning spirit, a passmn for the iob and an unwavering belief in the Vodacom team Vodacom is a company that demands the best from the people who work for it and special effort and dedication are accepted as the norm The group’s progresswe human resources polimes are de5igned to nurture this human capital Potential [TURN OVER] I l MNGZO16 MAY/JUN 2009 restrictions on the company are the regulatory environment In which Vodacom operates, as well as legislation such as the Registration of information Act Vodacom was born in the new South Africa and started commercial operations in 1994 after It was awarded one of two GSM licences The company has become an Important agent of change, not only in this country, but also in Africa Today the group has built networks In Lesotho, the Democratic Republic of Congo, Tanzania and Mozambique, putting cell phones in the hands of well over 30 million people by the end of March 2007 Millions more have gained meaningful access to telephones through thousands of Vodacom phone shops in these countries Due to the huge demand worldWIde for ICT skills in what is still a relatively young industry, it is one of the Vodacom Group’s HR priorities to meet this challenge, eSpeCIally as the com— pany prepares to enter the new spheres opened by the Electronic Communications Act. ‘ln many cases, we are sailing in unchartered waters We are already in the fortunate posnion that we can cherrypick the best ICT talent in South Africa but, at the same time, we need to nurture and develop this grownng pool of important skills,' says Lungi Ndlovu, chief HR officer, Vodacom Group At the same time, Vodacom Is strivmg to address the challenges of transformation Bernard Nkomo, managing executive Reward and Benefits, says Vodacom believes transformation is a busmess imperative ‘Empowerment, and by extensron gender empowerment, is a top priority for Vodacom, With management aware of the need to ensure that women and PDls are recognised and fill strategic posmons Within the company, and not just support roles,’ says Nkomo The nature of these challenges means that retention is a key issue at Vodacom ‘Our workforce is young, which means that they are mobile They’re eager to find the next big opportunity,’ Ndlovu observes Vodacom has therefore deVIsed a retention pro- gramme that hinges on prowding staff stretching aSSignments and encouraging learning and growth — factors which are Just as important as an impressive salary when it comes to holding onto top talent. For example, employees are able to spend time With Vodacom's equipment suppliers, such as Motorola and Siemens, learning about the latest technologies and devices This has the additional benefit of giving talented staff international exposure, Which in turn will benefit Vodacom Nkomo says rewards and benefits are constantly reviewed This includes addressrng issues that affect work/life balance, implementing incentive programmes as well as highlevel recognition, such as the Yebo Excellence Award, the Employee of the Month Award, On-thespot Awards, the MD Roll of Honour and the prestigious CEO Award The company has a comprehenswe skills development framework in place, With training programmes targeting various occupational levels Within the organisation Depth of man- agement and longtemi successwn planning is underpinned by initiatives such as the Voda- com Executive Programme and Conversations in Leadership Vodacom has partnered leading institutions such as Unisa and GIBS to create these programmes Vodacom strives to be an employer of ch0ice It paitiCipates in annual remuneration surveys and benchmark salaries above the fiftieth percentile It is essential that employees share the company’s values, which are summarised in The Vodacom Way, a powerful statement of Vodacom’s ethical intents of being a fair company With a Winning attitude [TURN OVER] 12 MNG2016 MAYIJUN 2009 It is Vodacom’s belief that government alone cannot address the vast need for social development A panAfrican company like Vodacom is well placed to jorn hands With governments to help create stable, peaceful and socio-economically healthy communities The Vodacom Foundation was established in 1999 to achieve this objective and its cumula- tive CSI investment to date totals more than R260 million in various scolal development ar- eas, especially in disadvantaged communities These actIVIties focus on education, health, safety and security Ndlovu says discretionary expenses are controlled by regional offices, rather than being centralised, as they are most aware of the particular issues and challenges facmg their regions ‘Our budget for CSI actIVities was increased to R75 million for the current finanCIal year,’ she adds BenefiCIaries to date include charities such as the South African Reserve Police Serwce Assomation, WWFSA, and Open Bursary Scheme Vodacom is followmg the worldwide trend of cellular networks entering the fixedline market It has established a new company called Vodacom Converged Solutions, which Will bwld infrastructure to create additional capaCIty for the huge demand for data, especnally in the corporate market. ‘We believe this is the way forward for Vodacom in South Africa and that this area of busmess has the potential to grow bigger than Vodacom is today,’ Ndlovu says Vodacom has already reduced the cost of data by 96% compared to 2005 rates and this development Will drive costs down further Founding CEO Alan KnottCraig has led the Vodacom Group Since 1993 He is recognised as a strong leader and VI3ionary who has been a driving force in the democratisation of tele- phones in South Africa The company has a multifaceted approach to recruitment lts preference is to promote from within, but it also makes use of headhunters to find the best talent Bursary schemes are a useful tool in creating a pool of young talent for the future Source http l/www vodaoom co za/about/careers ig 41 Vodacom currently has a market share of 58% ‘Vodacom wants to increase its market share by 2% in the following 5 years ’ This is an example of a of Vodacom 1 VISIon 2 missmn 3 long-term goal 4 standing plan 42 Vodacom was born in the new South Africa and extended its operations to Tanzania, the Democratic Republic of the Congo, Lesotho and Mozambique This Is an example of a strategy followed by Vodacom 1 diverSIfication 2 market development 3 concentration growth 4 harvesting [TURN OVER] 43. 1 3 MNG2016 MAYlJ UN 2009 Vodacom has put mobile televis:on, Internet access. e-mail and entertainment on cell phones This is an example of a strategy followed by Vodacom 1 concentration growth 2 horizontal integration 3 product development 4 conglomerate diverSIfication Questions 44 to 46 Study the followmg variables a 44 45 The Electronic Communications Act has enabled Vodacom to Widen Its scope far beyond telecommunications to make cell phones essential lifestyle tools beyond Just v0ice communications Vodacom's progressive human resources poliCIes are de3igned to nurture its human capflal The regulatory environment in which Vodacom operates and legislation such as the Registration of Information Act are possible restrictions on the company Vodacom is affected by a huge demand for ICT skills Vodacom has a comprehenswe skills development framework in place. With training programmes targeting various occupational levels Within the organisation Innovations by rivals such as MTN and Cell C influences Vodacom's success in the cell phone industry Which of the variables listed above originates from Vodacom's micro-environment? df be ac bc #WN—A Which of the variables listed above originates from Vodacom's market environment? 1 be 2 df 3 ac 4 de [TURN OVER] 14 MNG2016 MAYIJUN 2009 46 Which of the variables listed above originates from Vodacom‘s macro-environment? 1 b c 2 d f 3 a c 4 d a c Questions 47 to 48 ‘Empowerment, and by extensmn gender empowerment, IS a top priority for Vodacom, With management aware of the need to ensure that woman and previously disadvantaged indiwduals (PDIs) are recognised and fill strategic posmons Within the company, and not just support roles ‘ 47 According to Maslow’s hierarchy of needs, this is an example of needs of woman and PDls, satisfied by rewards 1 lower-order, esteem, intrin5ic 2 lower-order, self-actualisation, extrin3ic 3 higher-order, esteem, intrinSIC 4 higher-order, somal, extrinsic 48 According to Herzberg’s two-factor theory of motivation, recognition is a , which relates to 1 higiene factor, Job context 2 higiene factor, job content 3 motivator, Job content 4 motivator, iob context 49 Vodacom participates In annual remuneration surveys and benchmark salaries above the fiftieth percentile They believe an indiVidual must be able to perceive a relationship between (1) the reward he or she receives, and (2) his or her performance This is the bass of the theory of motivation, which can be classified as a theory of motivation two-factor, content eqUIty, process expectancy; process reinforcement, content #OJN—k [TURN OVER] 15 MNG2016 MAYIJUN 2009 Questions 50 to 52 Match the element of the expectancy theory in Column A With an example from Vodacom in Column B COLUMN B EXAMPLE FROM VODACOM COLUMN A ELEMENT 0F EXPECTANCY THEORY 50 Expectancy 1 ‘If i sell more cell phones, I Wlll receive recognition, such as the Employee of the Month Award ' 51 Instrumentality 2. ‘f I work overtime, | Will sell more cell phones ’ 52 Valence 3 ‘I want to get recognition from my employer and are working towards the CEO Award ' 53 ‘The Vodacom Way' is a powerful statement of the company's ethical intents Ethics can be defined as 1 actions that should be taken to protect and enhance seeiety’s interests the system by reference to which organisations are managed and controlled and from which the organisation’s values emerge 3 the code of moral prinCiples and values that directs the behaVIour of an individual or a group in terms of what IS right or wrong 4 a commitment by senior management to adhere to behawour that is universally recognised and accepted to be correct and proper Questions 54 to 55 “Corporate Governance is a high—level function at Vodacom to ensure that the spirit of the company's intentions is carried out ' 54 Corporate governance can be defined as 1 the system by reference to which organisations are managed and controlled and from which the organisation's values and ethics emerge 2 the ease With which an outSider is able to make meaningful ana|y5is of a company’s actions, its economic fundamentals and the non-finanCIal aspects pertinent to the busmess 3 a commitment by supewisory management to adhere to behaVIour that is universally recognised and accepted to be correct and proper 4 the extent to which mechanisms has been put in place to minimise potential conflict of interests that may eXist [TURN OVER] 55 56 57 16 MNGZDlS MAYIJUN 2009 Corporate governance IS a topic of utmost Importance to the stakeholders of a company Which of the followrng are examples of Vodacom’s primary stakeholders? a Shareholders b Employees c Local community d Suppliers e The country as a whole f Customers g The international enwronment abcd abdf bdef de boom—r The Vodacom Foundation’s donation of more than R260 million in various social development areas, is an example of social 1 obligation 2 Justice 3 responsuveness 4 investment Vodacom’s deceion to bwld infrastructure to create additional capaCity for the huge demand for data, especially in the corporate market, is an example of a strategy ‘l conglomerate diversification 2 horizontal integration 3 concentration growth 4 concentric diversification [TURN OVER] 17 MNGZO16 MAYIJUN 2009 Questions 58 to 59 Founding CEO Alan KnottCraig has led the Vodacom Group smce 1993 and Is recognised as a strong leader Study the followmg actrvrtles that Mr KnottCralg needs to perform a b c d e 58 59 60 Establish goals and formulate strategies and plans to reach goals for Vodacom Develop a structure for Vodacom Motivate employees and teams to follow Vodacom’s vrsmn Steer people in the nght direction through motivation Compare the plan and the outcome of the prolect to build Infrastructure to create capacrty for the huge demand for data, and take corrective action Which of the actrvrtres listed above should Mr KnottCralg perform as a leader? abe cd cde de hOJN—l Which of the actIVItIes listed above should Mr KnottCraIg perform as a manager? abc abe cde de «BOON—k At Vodacom, achievement IS attained by workers who are motivated and pursue the goals of the organisatlon With good will According to the leadership grid, the leadership style adopted by Vodacom’s leaders is management country-club muddle-of-the road team autocratic #OJNA [TURN OVER] 18 MNG2016 MAYIJUN 2009 61 Successful leaders at Vodacom analyse the maturity of their subordinates, determine the degree of training or support necessary and adapt their leadership style as their subordinates developed The leadership approach adopted by these leaders rs 1 Fledler’s contingency theory of leadership 2 Hersey and Blanchard’s leadership cycle model 3 The Path-goal model 4 Vroom’s model 62 The following figure illustrates the differences between strategic and tactical plans of Vodacom Fill In the missmg spaces TYPE OF FOCUS TIME FRAME SPECIFICITY PLAN Strategic ____..____ 1 (i) Entire organisation (ii) Small sections (III) Short-term (IV) Broad 2 (i) Strategic business units (Ii) Functional areas (iii) Short—term (N) Broad 3 (i) Entire organisation (in) Functional areas (iii) Medium term (iv) Directional 4 (I) Product lines (u) Strategic Business Units (in) Short—term (iv) Vague [TURN OVER] 1 9 MNGZO16 MAYIJUN 2009 Questions 63 to 65 Match the kind of organisational plan in Column A with an example from Vodacom in Column B COLUMN A KIND OF COLUMN B EXAMPLE ORGANISATIONAL PLAN Employees are allow to work from home as long as it is approved by line 63 Programme managers 64 Rule 2 Vodacom is a fair company with a Winning attitude 65 Policy 3 The Vodacom Foundation has invested R260 million in various social development programs 4 Vodacom Converged Solutions will bUIId and complete infrastructure to create additional capaCIty for the huge demand for data by the end of 2010 5 Vodacom's shareholders are Telkom and the Vodafone Group 66 When Alan KnottGraig act as spokesperson for Vodacom, he is fulfilling a role 1 interpersonal 2 decision-making 3 information 4 public relations 67 Alan KnottGraig needs more skills and less and skills to manage Vodacom successfully 1 conceptual, interpersonal, technical 2 interpersonal, deciSion making, technical 3 technical; conceptual, interpersonal 4 conceptual, decision making, technical 68 Vodacom can use to set generic standards for management competence at first-line, middle and top managerial levels 1 Management By Objectives 2 the systems approach to management 3 the National Qualifications Framework 4 the Management Charter Initiative [TURN OVER] 20 MNGZO16 MAYIJUN 2009 69 Various retail stores are selling Vodacom products to their customers A retan' store rs an example of a(n) pertammg to Vodacom’s environment Intemledrary, macro- stakeholder, micro- Intermediary, market supplier; micro- hQNA 70 Sales figures for the Vodacom Group for 2009 are an example of 1 Information 2 management Information 3 Information technology 4 data o UNISA 2009 [TURN OVER] 21 MN62016 MAYIJUN 2009 ROUGH WORK _____—_--——_______.. --—_______.—- -______ _-_.--- _____..-_--————— — w— ————_.__..———----—u__...—_- -__._ _ _ _ __._.-.-..._—...--——_____—..—-....——______--_--—_______._--..——___- -__.——--——_-__———————_____——______._-.._— — _______--—.__._____———_____.—_ - -____ _.___——____..___-_..-—_ ___-__....____—-—__.__.—————_-_._.—-—._..-__-__ m—m_ __———---_______-—p--- -____ _————--___..-_--—-—__ _. m________-_—————--_—.___--_—_——_..--—- ———-—— — —-—---_——————_——-_-—————- - -_.._.——— —-—— -_.._————--_......_____-—___.____.._--—_____...._._.____..._ ____.. -——-_————-—-- - _————.—--——————————--____—————w-—_____————- __—___-- -——_____.———____ m ____.____—— _—_..-——__—...___..——_-_-..__..._ _—..__—_—..~—--...._____———_._____.._—.—______--..——-—-- nm——I--—--— _ _ -— ___-—-._..__—__—_-..___—._..-—-..___._—.._._—.n—____.—- ---—__n_-_.__———m- -____—-——_-_ 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-_______-_-....__—— - -_.___—____.—-..__——---_..____.--.___..——an——-_-——____— _______-—_—___-___—-__ __—-—.._— ————---__———————-_.____———--_____--_.———..—- p——.__—_.-—u.---_-....—— _.____._ ---___—.____.—___ __———.....-———— ——______—————-.-.._____—_—_._____._——u———.__- p———.-_ ___.____-—..__.._-- wm—H—v—-——m————--——__ ————-———____.————--—____ -pm-- _______ - _—___.___-——————__-__-——_—-_-__—¢-— _-—-__._.——-—— _____._-—-_ _.____..---_—__ ___._..—_______.- -.._____—— ——_._———-_—_—..___-——-._____....._——_.___— ___._ - -_.._......-.__.._____—..-a.—________.......———_____...- _.————..—_ -__.—-u.—_—_-__—.-_——__ _____—_——————-—-__—- [TURN OVER] 22 MNG2016 MAYIJUN 2009 m__.____________________-.._.-___m_-__————_m-m---—-m-_-m—.mnn—m___mm_ .____________—____...--...._..._....—--.._.-“um—u—-—-—u_—---———m_—-—-m—_m--_----—-—-_._...._.___....-.. —-—-__......_._..____——________.._.--_..._.__..._—_-—_______...._...________________ UNISA 2009 23 MNG2016 MEIIJUN 2009 UNISA 2009 ...
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This note was uploaded on 10/12/2011 for the course MNG 2016 taught by Professor Unknown during the Spring '11 term at University of South Africa.

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June 2009 - UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS Q...

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