June 2010 - UNIVERSITY EXAMINATIONS UNISAQL‘ MNGZO16 1...

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Unformatted text preview: UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS UNISAQL‘ MNGZO16 1 4919511 Mayuune 2010 RMN201 X ( 468446] GENERAL MANAGEMENT (BUSINESS MANAGEMENT (GENERAL) 201) Duration 2 Hours 70 Marks EXAMINERS : FIRST PROF T BREVIS-LANDSBERG SECOND MS MJ VRBA This paper consrsts of 21 pages (Including Ihls page) and Instructions for the completion of a mark-reading sheet This examination paper remains the property of the University of South Africa and may not be removed from the examination room. INSTRUCTIONS: This paper consrsts of 70 multnple-chorce questions, worth ONE mark each, WhICI’I you have to answer on the mark-reading sheet Please make sure that you have filled in the followmg Infomtatlon on your mark reading sheet 0 Your student number 0 The module code (MNG2016) o The unique number of the paper (491951 for MNG2016 and 468446 for RMN201X) You ma not use a calculator ‘ Please complete the attendance register on the back page, tear 017 and hand to I the lnv ilator. __ _ _ __ _ _ _ __ N 7 [TURN OVER] 2 MNG2016 MAY/JUN 2010 Answer the following 70 multiple-choice questions on the mark-reading sheet. The first 40 multiple-choice questions are based on the following excerpt of the chairman and chief executive’s review of Standard Bank, South Africa's largest bank. Chairman and chief executive’s review Standard Bank of South Africa Limited The commitment and involvement of our most senior management, together with our clearly stated strategy of operations in selected emerging markets, has enabled the group to produce very acceptable results in a year characterized by turmoil in global financial markets and a rapid deterioration in local operating conditions. Overview The group has weathered an exceptionally challenging year, as the global finanCIal cri3is deepened and the consequent economic recessmn took hold, first in developed economies and then In emerging markets Our exposure to the turbulent conditions that swept through global finanCIal markets was made more Significant by the fact that 30% of our banking assets are located outSIde South Africa in 24 different international Jurisdictions where we have banking licenses, each With its own legal and regulatory requuements and market compleXIties The varied challenges in our operating enVIronments demanded constant attention Without in any way compromismg our focus on risk management, we continued to drive organic growth and integrated our recent achiSItions This advanced our long-term strategy of posrtioning the group as an emerging markets finanCIal servrces prowder With a strong African base In South Africa, operating conditions in personal and busmess banking deteriorated far more rapidly than antICIpated in an enwronment of higher inflation and rismg interest rates The combination of higher levels of household debt, accumulated over the last five years in a more benevolent interest envrronment, and higher interest rates, resulted in average debt serwcmg costs for consumers increasmg by well over 50% This was compounded by a surge in energy and food prices, which Significantly eroded the ability of South African consumers to repay debt The result thereof is a substantial increase in the group's credit loss While we had antic1pated a cyclical downturn in the domestic economy in 2008, we did not foresee the rapid pace of the deterioration With hind5ight, it is clear we could have moved faster to tighten credit scorecards and curtail loan growth, steps which were taken in the second half of 2008 These included new loan—to-value criteria in home loans and generally stricter credit criteria across most retail products We have at the year end taken a rigorous reVIew of all group portfolios and are confident that our impairments are at acceptable levels, particularly as we antICIpate that our corporate client base Will come under pressure as a result of the deepening impact of the global economic downturn We are nevertheless confident that there is still good quality loan busmess to be written and we continue to do so [TURN OVER] 3 MNG2016 MAY/JUN 2010 NotWIthstandIng the unprecedented conditions, the group achieved very strong revenue growth Net Interest Income grew by 40% and non-Interest revenue by 19% ContributIons from recent acqwsrtlons In NIgerIa and ArgentIna, both Included In the group's results for a full year for the first tIme, had a meanlngful Impact on growth achleved Resilience through the global financial crisis A number of factors contributed to the group's abIlIty to WIthstand the worst consequences of the prevaIIIng challenges While no economIes have been left unaffected. our emerglng markets focus Insulated the group from the InItIaI effects of the fInanCIal crISIs, thch orIgInated In developed economies WIth respect to the home base. South Afrlca benefited from Its sound monetary and fiscal policy of recent years, and the fmancral sector‘s well-developed regulatory framework This has been embraced and embedded In the operatIons of Standard Bank, along WIth rIgorous nsk and capital management practIces and control systems The group's capItal posmon Is strong and our IIqUIdIty profIIe remaIns healthy Strategy ProactIve and VIgOFOUS management of rIsk and costs, together WIth the dlSCllene and constructive attItude maIntaIned by our people, allowed the group to make further strategic progress Ourfocus has remaIned fIrmly fixed on beIng a full-serVIce fInanCIal serVIces player In our home market and usmg thIs expenence to bUlld strong operatlons In chosen markets In Afnca, and In other emerging markets, partIcularly those With lInks to AfrIca This IS beIng done organlcally and In combInatIon WIth prudent achISItIons The group's reSIIIence In the face of a global was and local economIc down cycles hIghlIghts the value of thIs dIverSIfIcatIon Acquisitions We have concluded a number of Important achISItIons In recent years In order to consolldate our posmon In selected markets These achIsmons have all performed well and we attrIbute thls largely to our conSIdered assessment before maklng new Investments and a high level of executive attentlon devoted to then Integratlon Into the group once they have been achIred In Nigeria, we acqwred 50.1% of IBTC Chartered Bank In September 2007 and launched Stanblc IBTC Bank In 2008 In Argentina, our Investment In Standard Bank Argentlna delivered a good performance In Its first full year as a SUbSldlal'y of Standard Bank The transactlonal busmess. In partIcular, produced strong revenue growth In Me With our strategy to strengthen our posItIon In the long-term SBVH‘IQS and wealth management markets, Standard Bank Increased Its effective Interest In LIberty from 32,8% to 53.7% In 2008 at a cost of R4,4 bIlIIon [TURN OVER] 4 MNG2016 MAY/JUN 2010 Standard Bank recently announced that it intends entering into a strategic partnership With Tr0ika Dialog Group (Tr0ika Dialog), the best established and largest independent investment bank in Rus3ia Corporate governance and sustainability Our 2008 finanCIal sector charter (charter) progress represents a milestone in the transformation of the bank and the local finanCIal sector In 2004, Standard Bank and other Signatories to the charter committed to actively transform the sector to reflect the demographics of South Africa, prowde access to finanCIal sewices to historically disadvantaged South Africans and direct investment to targeted sectors of the economy In 2008, the first interim target year speCIfied in the charter was reached Prospects We expect the extremely difficult operating conditions to continue. posmg Significant challenges for our customers and our industry Global confidence in finanCIal markets is unlikely to improve in the short term Operations outsrde of South Africa should continue to benefit from synergies With the South African operations and opportunities in local markets In South Africa it is likely that consumers Will remain under pressure as unemployment and lower economic growth exacerbate finanCIal stresses despite the relief prowded by the current downward trend in interest rates Lower commodity prices and a slowdown in economic actiwties Will pose challenges for South African corporate customers We are committed to continue deepening our client relationships and staying alert to opportunities as they arise We do not underestimate the challenges of the external enwronment but we believe our busmesses are resuient and we are pursumg our focused strategy With strength and confidence We continue jUdlCIOUSIy to seek growth opportunities in our chosen markets to enhance the group’s long-term prospects In light of the prevailing volatility of finanCIal markets, the group has not published finanCial objectives for 2009 In these tough global economic conditions the group Will continue to exerCIse caution and to ensure that sound risk management practices are maintained and enhanced In light of the above Circumstances, the board conSIders that producmg Similar results in 2009 to those achieved in 2008 would be an acceptable outcome lit/{7M J/auiou WW Derek Cooper Jacko Maree Chairman Group chief executive Source htt l/annualre ort2008 standardbank com 17 June 2009 [TURN OVER] 5 MNG2016 MAY/JUN 2010 QUESTIONS: 1 The most Important managerial skill reqUIred from Derek Cooper and Jacko Maree at Standard Bank is skills 1 technical 2 Manual 3 interpersonal 4 conceptual Management at Standard Bank continually try to build good relationships With all stakeholders Budding good relationships With stakeholders is an actiwty of the role that managers need to perform information daemon—making interpersonal conceptual «PAQJMA Management at Standard Bank need to plan, organise, lead and control the of the organisation to attain predetermined as as possmle 1 employees, goals, effectively 2 resources, goals, productively 3 resources, strategies, profitably 4 capital, targets, profitably Mr Jacko Maree, Group Chief Executive of Standard Bank beliefs that people relish work and approach their work as an opportunity to develop their talents According to McGregor, Mr Maree is a typical manager 1 Theory Y 2 Theory X 3 systematic 4 charismatic During the economic recessmn, Standard Bank’s management asked themselves the question "If we were recreating this organisation today, given what we know and given the current technology, what would it look like?" Standard Bank’s management applied the followmg management theory The learning organisation Re-engineering 1 2 3 Six Sigma management system 4 Systems approach [TURN OVER] 6 MNG2016 MAY/JUN 2010 Questions 6 to 8 Study the followmg variables to answer questions 6 to 8 (DQOO'QJ Turbulent conditions m global fmancual markets Changes In personal and busrness banking habits of customers Higher levels of household debt A cyclical downturn In the domestic economy New loan-to-value cntena In home loans and stricter credit crltena pertaining to most retail products offered by Standard Bank Sound monetary and fiscal policy and the fmancral sector's well-deveIOped regulatory framework Rigorous risk and capital management practices and control systems of Standard Bank Which of the variables listed above pertain to Standard Bank’s micro-environment? aef efg 99 f9 th—A Which of the variables listed above pertarn to Standard Bank's market environment? Loom—x O Q. Wthh of the variables llSted above pertain to Standard Bank’s macro-environment? adf ade bcf cde LWN—R [TURN OVER] 10 11 12 7 MNG2016 MAY/JUN 2010 Standard Bank antICIpated a cyclical downturn in the domestic economy in 2008 However, they did not foresee the rapid pace of deterioration Which of the followmg are ways in which Standard Bank could have prepared for environmental changes? adjusting reward systems information management adjusting their human resources policy strategic responses structural changes (DQOC'QJ abc bcd bde cde LmN—h “Standard Bank is planning an increase in its effective interest In Liberty from 32,8% to 53.7% In 2010 " This is an example of a(n) goal 1 tactical 2 standing 3 operational 4 strategic Standard Bank's budget includes a direct investment to targeted sectors of the economy A budget is an example of a plan 1 strategic 2 tactical 3 Single use 4 standing In 2004, Standard Bank committed themselves to actively transform the local finanCIaI sector to reflect the demographics of South Africa, prowde access to finanCIal serwces to historically disadvantaged South Africans and direct investment to targeted sectors of the economy by the year 2008 This is an example of a(n) goal of Standard Bank 1 operative 2 offucral 3 finanCIal 4 informal [TURN OVER] 13 14 15 16 8 MNG2016 MAYIJUN 2010 According to the Balanced Scorecard developed by Kaplan and Norton, Standard Bank needs to focus on the followrng perspectives when translating their missuon Into long-term goals flnanCIal socral responsrbrllty customer Internal busmess processes learnrng and growth transformation ""(‘DQOU'BJ abcd acde bcdf cdef LODNA "We are committed to making a difference to fmancnal servrces rn South Africa and the other emerging markets " Thrs IS an example of Standard Bank‘s long—term strategy standing plan vrs:on Single-use pian thA Standard Bank has a capital adequacy ratlo of10,7% Thrs rs an example of a(n) of the bank 1 strength 2 weakness 3 opportunity 4 threat Standard Bank IS South Africa’s largest bank According to the Boston Consulting Group’s GrowthlShare Matrix, Standard Bank's banking and other fmancral serVIces to IndIVIduals can be classrfred as a cash cow star question mark dog LOJNA [TURN OVER] 17 18 19 20 9 MNG2016 MAY/JUN 2010 Contributions from recent achlSItlonS In Nigeria and Argentina had a meaningful Impact on growth achieved by Standard Bank An acquisition occurs when 1 the organisation being taken over agrees to sell a controlling interest in the dominant company - Willingly or unWIllineg 2 two or more legally separate entities combine funds, other resources. faculties and sewices to a combined undertaking for their mutual benefit the resources of two or more organisations are pooled together an organisation seeks to maXImise cash flow in the short run, regardless of the long-term effect L00 Standard Bank’s strengthening of their current posmon in the long—term savmgs and wealth management markets, is an example of a strategy market development concentration growth conglomerate diver5ification forward vertical integration th—l Standard Bank recently announced their intention of entering into a strategic alliance With Tr0ika Dialog Group A strategic alliance 1 involves eqUIty parti0ipation 2 doesn't involve eqwty partICIpation 3 may or may not involve eqwty partiCipation 4 none of the above Standard Bank deCIded to provrde access to their current finanCIal serwces to historically disadvantaged South Africans This is an example of a(n) strategy pursued by the bank 1 diverSIfication 2 market development 3 concentric diverSIfication 4 integration [TURN OVER] 21 22 23 24 25 10 MNGZO16 MAY/JUN 2010 When debiding on their commissmn to be paid to brokers, they estimated that busmess In their investment management and life insurance department, have a 30% chance of dropping by 5%, a 20% chance of dropping by 10% and a 50% chance of dropping by 15% This is an example of decision making taken under conditions of , and more SpeCifically demsrons based on 1 uncertainty, historical eVIdence 2 risk, subjective probability 3 certainty, objective probability 4 certainty, subjective probability Which of the followmg quantitative tools for deCISlon making is the most appropriate one to use under the conditions explained in the preVIous question? Linear programming Queumg theory Pay-off matrix Delphi technique LQJN-A Which one of the followmg group decision-making techniques is the most appropriate to use by middle level of managers at Standard Bank? 1 Delphi technique 2 Brainstorming 3 Nominal group technique 4 Linear programming Standard Bank's net asset value grew by 47% in 2008 to R859 billion in 2009 This is an example of 1 data 2 information 3 marketing data 4 technological information The system that Standard Bank uses to record and process data resulting from each busmess transaction can be classrfied as a system management information expert system operations information busmess function information thA [TURN OVER] 26 27 28 29 11 MNGZO‘IB MAY/JUN 2010 Standard Bank has a network that links the organisation to ltS employees, suppllers, customers and other key stakeholders electronically This network is called a(n) 1 Intranet 2 extranet 3 fIle transfer protocol 4 telnet When Standard bank antrcrpated a cyclical downturn In the domestic economy IS 2008, they needed an Information system that can provrde them With answers to a series of “what—If questions They needed to explore possrble options and receive tentative Information based on different sets of assumptions regarding the forecasted economic downturn The most appropriate information system to use for these purposes is a(n) system 1 process control 2 decrsron support 3 expert 4 busmess function At Standard Bank, the output of the home loan unit becomes the Input for the personal and busmess department The personal and busrness department :5 directly dependent upon the output of the home loan umt before It can begin Its task This is an example of interdependence 1 pooled 2 reolprocal 3 sequential 4 general Standard Bank’s actIVItIes are grouped Into the followrng three departments A Personal and busmess B Corporate and Investment 0 Investment management and life Insurance This is an example of departmentaiisation 1 functional 2 product 3 location 4 matnx [TURN OVER] 12 MNG2016 MAY/JUN 2010 30 Which of the followmg can top managers at Standard Bank delegate to subordinates? a responsrbllity b authority 0 d accountability tasks to perform on their behalf 1 a b c 2 a b d 3 b c d 4 c d Questions 31 to 32 Leadership in Standard Bank us different from management The followrng table distingurshes between management and leadership Fl” In the missmg Spaces to complete the table Establish goals and formulate Develop a Vision. missron and strategies and plans to reach strategies for change a oals Organismg (I) __ (II) __ Leading (III) (IV) _— Controlling Compare the plan and the Steering people In the right outcome of the process or direction through motivation project and take corrective and control mechanisms action. 31 As far as the organising activity In Standard Bank Is concerned. managers need to , while leaders 1 (I) establish goals and formulate strategies and plans to reach the goals (n) develop an organisational structure to accommodate change 2 (i) steer people in the right direction; (Ii) compare the plan With the actual outcome 3 (I) develop a structure for the assagnment of tasks and resources, (:1) motivate people and teams to follow a vusron 4 (I) implement polrcres, processes and procedures, (in) motivate people and teams to follow a vusron [TURN OVER] 13 MNG2016 MAY/JUN 2010 32 As far as the leading function In Standard Bank is concerned, managers need to while leaders 1 (In) deal wrth change, (Iv) deal With the complexrtles of DOIICIES and procedures 2 (m) be responsrble for developing an organisational structure, (Iv) motivate people and teams 3 (m) establish goals and formulate plans to accomplish goals, (Iv) develop an organisational vasron and mnssron 4 (Ill) manage the complexrtles of polrcres, processes and procedures, (IV) deal wrth change 33 Managers at Standard Bank believe that the bank's achievements are attained by workers who are motivated and pursue the goals of the organisation wrlllngly According to the leadership grid, this leadership ster IS based on management 1 country-club 2 middle-of-the-road 3 team 4 autocratic 34 Which of the followang contemporary perspectives on leadership would be the most surtable In Standard Bank's dynamic envrronment of the past few years? 1 charismatic leaders...
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