SUBJECT CODE MARKS DURATION EXAMINER EXTERNAL DEGREE AND DIPLOMA EXAMINATIONS NOVEMBER 2013 EXAMINATIONS : BUSINESS MANAGEMENT = BMA 3641 (GENERAL MANANAGEMENT ) 100 : 3 HOURS :MS.N.T. KHOHOMELA DR. M.J. MALEBANA TSHWANE UNIVERSITY OF TECHNOLOGY INSTRUCTION Answer all questions.Question 1 1.1. Discuss the four functions of management (8) 1.2 ‘Managers have to manage the resources of the organization to achieve organizational goals”. Discuss the statement. (6) 1.3 During the course of the daily work, managers perform several roles. Explain what these roles entail (9) (23) Question 2 Study the case “Optica” and answer the following questions: 2.1 Do you agree that Gary does not plan? State your reasons. @) 2.2 Would you say, with reference to the exceptional net income, that Gary is a good manager? Explain. (4) 2.3 To what must Gary pay attention in order to plan successfully? ©) 112] uestion 3 “Organizing is an indispensable function in the management process’. Discuss the principles of organization. (20) uestion 4 ‘Study the case “The Griffiths Commission” and answer the following questions: 4.1 Was the Griffith Commission a formal or informal group? Why? 6) 4.2 Discuss the stages of group development. Make use of practical examples in the case study. (10) 4.3 Did the commission meet the requirements for an effective group? 6) 4.4 Did the group have cohesion? Motivate your answer. ©) (25)Question § Study the case * Mary Hendricks” and answer the following questions: 5.1 Will it be of any help if Mary were to implement a process of control? (1) 5.2 If the answer is “yes”, What will the practical implications be in terms of: 5.2.1 Typical performance standards (9) 5.2.2 Measuring actual performance (3) 5.2.3 Evaluating deviations Q) 5.2.4 Rectifying deviations 3) 5.3 What about the performance measurement as an instrument by which human resources can be controlled? (2) (20)Case study: Optica Optica was established when Gary decided to start his own factory for the manufacturing of optical fibre. He got the idea while working for a sophis- ticated electronics business. There he heard of all the uses and advantages of optical fibres versus copper wire. He realised that the new technology had considerable potential and initiated negotiations for a licence to manufacture optical fibre. Because he did not have enough capital for the factory and the licence, he came to an agreement with an overseas manu- factarer to pay 10 per cent of his pre-tax net income for the licence per annum. Gary operates his factory in a building that is slightly larger than a ‘house. After six years the business already has a turnover of just more than R19 million and a net income after tax of R2,3 million. It appears that Gary is an exceptionally competent manager. At closer inspection it seems ‘that he has had hardly any management training and does almost no plan- ning. Raw materials for the manufacturing process are easily obtainable. ‘The sales representative replenishes the inventory of raw materials every week, because Optica is one of the few buyers that require this particular of raw materials and great profits are to be made from the *eacts only to circumstances and, as the sales have increased every year, he sees no reason to plan.CaSe’study: The Griffiths Commission When William Rodgers was requested by the President to join the task force which had to investigate the Winterberg disaster, he first wanted to Tefuse as he does not like to work in groups. ‘He did, however, accept the appointment and realised that it was not just another task force, but one that had to investigate one of South Africa’s biggest air disasters. The group consisted of 12 prominent people who had_| to do the following: 1. To determine the circumstances surrounding the disaster and investigate possible causes, i 2. To make recommendations for corrective or other actions to avoid a recurrence of the disaster. ‘During the first meeting the group decided to complete the task within 120 ays, but made no detailed plans, which troubled Rodgers. Only at the time Of the third meeting did the nature and form of the investigation become apparent. Griffiths, the chairman, wanted the investigation to be strictly controlled and structured. Everybody had to have the same information available at the same time. Everybody was thus flown to the scene of the | disaster. Rodgers did not like this approach at all. He felt he could mean | more to the group on his own. Griffiths insisted, however, that Rodgers adhere to his plan. | In order to dispel rumours that the group would conceal SAA faults and 1 ‘would be ineffective, Griffiths decided to hold a Public meeting after every closed meeting. The group functioned as a whole for « month, after which they were di- ‘vided into four subgroups each of which had to investigate an aspect of the disaster. Rodgers quickly wrote his own report, which he wanted to distri- | bute to the rest of the commission, but Griffiths held it back. He did not j ‘Want it to influence the other members. After two months the final report was written collectively. Each member ‘Wrote a section that was then edited by the rest. This totally frustrated Rodgers as there was no discussion, not even at the final meeting when | recommendations were made. All nine of the recommendations were in- Sluded in the report with almost no change, When Rodgers wanted to add @ tenth one, it was rewritten and eventually included under considerable protest. The Griffiths Report included a sound explanation for the disaster, as Well as a list of recommendations. Rodgers was not satisfied and wrote his own report. A similar disaster has, however, fortunately not occurred again.