MBA 9 Year 1 PH January 2021

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MASTER OF BUSINESS
ADMINISTRATION (NQF 9)
YEAR 1
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PROGRAMME HANDBOOK
JANUARY 2021 INTAKE
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Copyright© 2021
THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA
All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher
MANCOSA: MBA (GENERAL) STAGE 1 1
TABLE OF CONTENTS
1. WELCOME ................................................................................................................................................4
1.1 MESSAGE FROM THE PRINCIPAL - PROF YUSUF KARODIA .....................................................................4
1.2 MESSAGE FROM THE ACADEMIC OFFICE ..............................................................................................5
2. INTRODUCTION TO MANCOSA ..................................................................................................................5
2.1 BRIEF HISTORY OF MANCOSA ..............................................................................................................5
2.2 PROGRAMME OFFERINGS ...................................................................................................................6
3. THE MANCOSA VISION .............................................................................................................................7
4. THE MANCOSA MISSION ...........................................................................................................................7
5. MBA PROGRAMME STRUCTURE................................................................................................................8
5.1 OVERALL PROGRAMME OBJECTIVES ....................................................................................................8
5.2 PROGRAMME FOCUS ..........................................................................................................................8
5.3 MODULE OUTCOMES ..........................................................................................................................9
6. PROGRAMME ADMINISTRATION ............................................................................................................ 16
6.1 PROGRAMME MANAGEMENT ........................................................................................................... 16
6.1.1 General Information ................................................................................................................... 16
6.1.2 How to access student portals .................................................................................................... 16
6.1.3 How to access student email account .......................................................................................... 17
6.2 FINANCE ........................................................................................................................................... 18
6.2.1 Fee Payment .............................................................................................................................. 18
6.2.2 Payment of Fees and Other Dues ................................................................................................ 21
6.2.3 Payment Plans ........................................................................................................................... 21
6.2.4 Registration for Specific/Incomplete Modules ............................................................................. 21
6.2.5 Additional Fees/Charges ............................................................................................................. 22
6.2.6 Cancellation of Registration/Fee Liability .................................................................................... 22
6.2.7 Deferrals .................................................................................................................................... 23
6.2.8 Change of Electives..................................................................................................................... 23
6.2.9 Re-registration of Modules ......................................................................................................... 23
6.2.10 Miscellaneous Costs ................................................................................................................. 23
6.2.11 Payments ................................................................................................................................. 23
6.2.12 Account Details ........................................................................................................................ 24
6.2.13 Foreign Payments ..................................................................................................................... 24
6.3 STUDENT SUPPORT ........................................................................................................................... 25
6.3.1 Student Services ......................................................................................................................... 25
6.3.2 Regional Offices and Representatives ......................................................................................... 25
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PROGRAMME HANDBOOK: JANUARY 2021 INTAKE
6.4 ACADEMIC SUPPORT......................................................................................................................... 27

6.4.1 Tutor Support (Academic Faculty members) ................................................................................ 27
6.4.2 Library Services .......................................................................................................................... 27
6.4.3 Module Guides ........................................................................................................................... 27
6.4.4 Website/ Online Learning Centre ................................................................................................ 28
6.4.5 Prescribed textbooks .................................................................................................................. 29
6.5 IT AND WEBSITE................................................................................................................................ 30
6.6 GENERAL .......................................................................................................................................... 30
6.6.1 Award of Qualification................................................................................................................ 30
6.6.2 Graduation ................................................................................................................................. 30
6.6.3 Frequently used Forms ............................................................................................................... 30
7. ACADEMIC DELIVERY .............................................................................................................................. 31
8. ASSESSMENTS ........................................................................................................................................ 32
8.1 Method of Assessment ..................................................................................................................... 32
8.2 Assessment submission..................................................................................................................... 33
8.3 Extension on submission of assessments/Aegrotat applications ......................................................... 33
8.4 Re-submission of Assignments/Rewrite of online summative assessment .......................................... 34
8.5 Marking Criteria................................................................................................................................ 35
8.6 Accessing Results .............................................................................................................................. 36
8.7 ASSESSMENT SCHEDULE – SEMESTER 1.............................................................................................. 37
8.8 FORMATIVE ASSESSMENT 1 (CASE STUDY/SCENARIO) QUESTIONS – SEMESTER 1............................... 38
ASSESSMENT 1: MANAGERIAL ECONOMICS ......................................................................................... 38
ASSESSMENT 2: INFORMATION AND KNOWLEDGE MANAGEMENT ...................................................... 42
ASSESSMENT 3: STRATEGIC MARKETING MANAGEMENT ..................................................................... 44
ASSESSMENT 4: STRATEGIES IN OPERATIONS MANAGEMENT .............................................................. 46
8.9 FORMATIVE ASSESSMENT 2 (PROJECT) QUESTIONS – SEMESTER 1 ..................................................... 49
ASSESSMENT 1: MANAGERIAL ECONOMICS ......................................................................................... 49
ASSESSMENT 2: INFORMATION AND KNOWLEDGE MANAGEMENT ...................................................... 53
ASSESSMENT 3: STRATEGIC MARKETING MANAGEMENT ..................................................................... 55
ASSESSMENT 4: STRATEGIES IN OPERATIONS MANAGEMENT .............................................................. 57
8.10 ASSESSMENT SCHEDULE – SEMESTER 2............................................................................................ 60
8.11 FORMATIVE ASSESSMENT 1 (CASE STUDY/SCENARIO) QUESTIONS – SEMESTER 2 ............................. 61
ASSESSMENT 5: HUMAN RESOURCE DEVELOPMENT ............................................................................ 61
ASSESSMENT 6: FINANCIAL MANAGEMENT ......................................................................................... 63
ASSESSMENT 7: RESEARCH AND QUANTITATIVE METHODS.................................................................. 66
ASSESSMENT 8: CORPORATE STRATEGY .............................................................................................. 71
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8.12 FORMATIVE ASSESSMENT 2 (PROJECT) QUESTIONS – SEMESTER 2 ................................................... 74

ASSESSMENT 5: HUMAN RESOURCE DEVELOPMENT ............................................................................ 74
ASSESSMENT 6: FINANCIAL MANAGEMENT ......................................................................................... 78
ASSESSMENT 7: RESEARCH AND QUANTITATIVE METHODS.................................................................. 81
ASSESSMENT 8: CORPORATE STRATEGY .............................................................................................. 87
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1. WELCOME
1.1 MESSAGE FROM THE PRINCIPAL - PROF YUSUF KARODIA
Choosing a business school is certainly one of the most important

decisions in your life, made even more difficult in changing times.
The economy is in continuous evolution; new and dynamic work

opportunities are emerging. In this brave new world tertiary
institutions can no longer limit themselves to providing textbook
knowledge and narrow academic preparation. Institutions cannot
continue to ignore the changing needs of a global employment
market and the profound changes in the environment.
MANCOSA’s mission is to prepare a new breed of leaders:

courageous, individuals with the intellectual abilities, cross cultural
versatility, practical skills and an ethical response that’s needed to function in a modern business world. With
programmes designed to accommodate individuals with diverse needs and lifestyles, MANCOSA’s supported
distance education programmes are in constant demand. MANCOSA’s programmes have the rigour and
innovation to develop reflective practitioners. Students are immersed in study that will challenge their
assumptions, disrupt their ordinary ways of doing business, and introduce them to new and unexpected ways of
thinking. You will be prepared for the next step in your careers demonstrating leadership skills. Most importantly
you will return to the challenges of work with fresh ideas, new business skills, and a greater capacity for
addressing challenges.
MANCOSA’s programmes promote a high level of independence through innovative learning and assessment
interventions. You can expect a carefully integrated mix of webinars, access to well-designed self-study materials
and online learning resources. One key feature of MANCOSA is its use of case studies, an active learning model
that teaches students how to assess, analyse, and act on complex business issues. Rooted in real-life experiences,
the business case method develops analytical skills, sound judgment, and the leadership potential within each
individual. This will equip you with cutting-edge skills that will position you to be a leader in your organisation
and community.
As we enter the period of the fourth industrial revolution we will need to meet its challenges, understand
innovation, confront artificial intelligence and its opportunities and prepare our students to be part of these
dynamic and necessary changes.
By enrolling on a MANCOSA programme, you will find unique rewards with lasting impact for your organisation
and career. We wish you well in your academic endeavours and assure you of our continued support towards
realising your goals.
Welcome to MANCOSA and to the HONORIS UNITED UNIVERSITIES network of Higher Education Institutions.
Prof YM Karodia
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1.2 MESSAGE FROM THE ACADEMIC OFFICE
Welcome to the MANCOSA Master of Business Administration (MBA) degree programme. You are about to
embark upon a challenging, new journey, discovering new horizons and breaking new frontiers of knowledge.
For the duration of the programme you will be exposed to highly competent academics, who will not only share
with you their knowledge of the current practices necessary for a global, dynamic and turbulent environment,
but who will also guide you and mentor you to enable you to develop the desired graduate attributes (knowledge,
skills, attitudes and qualities), including critical-thinking and life-long learning skills. You can expect to experience
high quality, innovative, cutting-edge knowledge and scientific rigour in terms of research, teaching, learning and
assessment. Enjoy your journey on this road that will lead you to a higher level of knowledge, skills and abilities.
2. INTRODUCTION TO MANCOSA
2.1 BRIEF HISTORY OF MANCOSA
MANCOSA is a private higher education institution registered in terms of the Higher Education Act (Act 101 of
1997 as amended). It was established in 1995 as a post-apartheid empowerment institution offering affordable
and accessible management education primarily to persons previously denied access to postgraduate education.
One of MANCOSA’s flagship programmes, the Master of Business Administration (MBA) degree has been offered
since 1995 (in association with the Buckinghamshire Chilterns University College and quality assured by the
Quality Assurance Agency for Higher Education of the United Kingdom until 2000). Since 2000, all MANCOSA
programmes are accredited by the Council on Higher Education (CHE) in South Africa.
During the past 23 years, MANCOSA has developed a large footprint across the Southern African Development
Community and has accumulated extensive experience in meeting the educational needs of a wide range of
students through the delivery of high quality programmes.
In 2014, MANCOSA announced the establishment of its prestigious Graduate School of Business [GSB], which
now serves as an innovation hub to underscore the delivery of postgraduate management programmes,
including two of the institution’s flagship programmes; the MBA degree and the Doctor of Business
Administration (DBA) degree. More recently, MANCOSA has expanded its programme offerings to include
teacher education programmes in order to meet the needs of another critical profession. This necessitated the
establishment of the MANCOSA School of Education.
In 2017, MANCOSA became a proud member of Honoris United Universities, the first Pan-African, private higher
education network committed to preparing and educating the next generation of African leaders and
professionals who are able to impact regionally in a globalised world.
MANCOSA’s reputation for academic excellence and strong research focus is reflected in numerous rankings and
external agency evaluations as well as the recognition and accreditation it holds in numerous countries.
MANCOSA is currently a member and/or affiliate of the South African Business Schools Association (SABSA), the
Association of African Business Schools (AABS), the National Association of Distance Education Organisations of
South Africa (NADEOSA), the European Foundation for Management and Development (EFMD) and the United
Nations Academic Impact Initiative (UNAI).
MANCOSA is also accredited, recognised and/or registered by the South African Department of Higher Education
and Training, Council on Higher Education and South African Qualifications Authority, and by the Mauritius
Tertiary Education Commission, Namibia Qualifications Authority, Zambia Higher Education Authority, Malawi
National Council for Higher Education, Eswatini Higher Education Council and Botswana Qualifications Authority.
In 2018, MANCOSA featured amongst the Top10 business schools in Africa offering the best Masters and MBA
programmes, according to the 2018 Eduniversal rankings. Similarly, MANCOSA features amongst the top 10
business schools preferred by employers, according to the 2018 Financial Mail rankings in South Africa.
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2.2 PROGRAMME OFFERINGS
MANCOSA programmes cover the areas of business administration, commerce, functional management and
leadership and teacher education and range from higher certificate programmes to doctoral degrees.
MANCOSA offers the following accredited and registered programmes:

1. Higher Certificate in Business Management
2. Higher Certificate in Local Government and Development Management
3. Higher Certificate in Accounting
4. Higher Certificate in Supply Chain Management
5. Higher Certificate in Information Technology
6. Higher Certificate in Public Management
7. Higher Certificate in Human Resource Management
8. Higher Certificate in Project Management
9. Higher Certificate in Marketing
10.Higher Certificate in Tax Administration
11.Higher Certificate in Public Sector Procurement
12.Higher Certificate in Events Management
13.Higher Certificate in Social Media and Communication
14.Advanced Certificate in Management Studies
15.Advanced Certificate in Financial Planning
16.Advanced Diploma in Business Management
17.Bachelor of Business Administration
18.Bachelor of Public Administration
19.Bachelor of Commerce in Human Resource Management
20.Bachelor of Commerce in Marketing Management
21.Bachelor of Commerce in Information and Technology Management
22.Bachelor of Commerce in Supply Chain Management
23.Bachelor of Commerce in Financial Management
24.Bachelor of Commerce in Entrepreneurship
25.Bachelor of Commerce in Retail Management
26.Bachelor of Commerce in International Business Management
27.Bachelor of Commerce in Project Management
28.Bachelor of Commerce in Accounting
29.Bachelor of Commerce in Tourism and Hospitality Management
30.Bachelor of Education in Senior Phase and Further Education and Training Teaching
31.Bachelor of Business Administration Honours
32.Bachelor of Commerce Honours in Supply Chain Management
33.Bachelor of Commerce Honours in Human Resource Management
34.Bachelor of Commerce Honours in Marketing Management
35.Bachelor of Public Administration Honours
36.Bachelor of Education Honours in Educational Leadership and Management
37.Postgraduate Certificate in Education in Further Education and Training Teaching
38.Postgraduate Diploma in Educational Management
39.Postgraduate Diploma in Business Management
40.Postgraduate Diploma in Project Management
41.Postgraduate Diploma in Family Business Management
42.Postgraduate Diploma in Risk Management
43.Postgraduate Diploma in Information and Technology Management
44.Master of Business Administration
45.Master of Public Administration
46.Master of Commerce
47.Master of Education in Educational Leadership and Management
48.Doctor of Business Administration
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3. THE MANCOSA VISION
MANCOSA’s vision is to be the leading distance higher education provider that is responsive to the evolving
education and training needs of dynamic economies through a commitment to people, opportunity and quality.
4. THE MANCOSA MISSION
MANCOSA endeavours to respond to the changing education demands of both public and private sectors in
dynamic economies through the provision of innovative education.
Pursuant to the mission MANCOSA strives to:

1. Grant accessible, quality and affordable distance education.
2. Invest and conduct innovative teaching and learning.
3. Promote and conduct relevant and socially responsible research.
4. Contribute to economic and social upliftment through responsive and relevant interventions.
5. Maintain service excellence.
6. Contribute to the transformation process of higher education.
7. Promote opportunity, equality and social justice irrespective of race, colour, creed and gender.
8. Embrace ethical practice in the delivery of all its programmes.
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5. MBA PROGRAMME STRUCTURE
5.1 OVERALL PROGRAMME OBJECTIVES
A student attaining the MANCOSA Master of Business Administration Degree should be able to:
 Identify and solve problems in which responses display that responsible decisions using critical and creative
thinking have been made.
 Display sound judgement and decision-making capabilities in business.
 Identify and evaluate the environmental forces in organisations and the inherent and potential capacities of
an organisation.
 Develop business policies and strategies for organisations to meet stakeholder's requirements.
 Organise and mobilise the resources of the organisation to achieve strategic goals and targets.
 Develop a reflective mind-set that can create continuous learning and growth in self, the staff and the
organisation.
 Use science and technology effectively and critically, showing ethical responsibility towards the environment
and the health/well-being of others.
 Develop conceptual and applied entrepreneurial skills.
 Demonstrate the ability to apply conceptual and analytical frameworks within different organisational
management conditions.
 Utilise appropriate financial management tools as an aid for decision-making purposes.
 Display ethical behaviour in a corporate management context.
5.2 PROGRAMME FOCUS
From the very outset, the MANCOSA MBA degree programme strives to maximise personal development, grow
management and leadership skills and contribute to positive economic change in the countries from which
students are drawn. The main focus of the programme is to ensure that students develop the ability to apply
management theory in practice.
The MANCOSA MBA degree programme comprises of 8 core modules, 1 elective and a dissertation component
and is spread over 18 months. On completion of all 8 coursework modules students are required to register for
the elective module and dissertation component.
YEAR 1 – SEMESTER 1 YEAR 1 – SEMESTER 2 YEAR 2
(6 MONTHS) (6 MONTHS) (6 MONTHS)
 Managerial Economics  Human Resources Electives:

 Information and Knowledge Development  Strategic Project Management
Management  Financial Management  Entrepreneurship
 Strategic Marketing  Research and Quantitative  Health Care Management
Management Methods  Leadership
 Strategies in Operations  Corporate Strategy  Supply Chain Management
Management  Environmental Management
 Change Management
Dissertation
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5.3 MODULE OUTCOMES
Human Resources Development
Upon completion of this module, the student should be able to:

 Identify and critically discuss the HR strategy which is derived from and aligned to the organisation’s
objectives.
 Get an in-depth understanding of talent, culture and strategy and establish how this is aligned to the
philosophy, principles and organisational objectives.
 Identify and find solutions to address people factors that can have a positive or negative effect on
organisational objectives.
 Identify that human resource planning is a systematic identification and analysis of organisational capability
to attain the strategic objectives.
 Understand that learning and development is the process of directing, developing, supporting, aligning and
improving performance enabling the sustained achievement of organisational objectives.
 Evaluate the compensation strategy and system to offer fair levels of pay, benefits and recognition to
employees.
 Understand that employee wellness is a strategy to ensure that a safe, healthy work and social environment
is created and maintained.
 Understand that employee relations is that of management of individual and collective relationships in
accordance with best HR practice.
 Critically analyse OD as a process to continually improve organisational effectiveness and efficiency to
optimise the organisation’s purpose and strategy.
 Identify that HR service delivery is the influence and partnering approach to the provision of services
meeting the needs of the organisation, its managers and employees.
 Identify that HR technology is the effective utilisation of technological applications and platforms to make
information accessible and accurate.
 Review the impact of HR practices and benchmark best practice through analysing, interpreting and
evaluating HR data.
Information and Knowledge Management

 Gain an understanding of the modern trends in information systems which are used in business today and
evaluate how these systems influence strategic and organisational decision making.
 Describe the components and characteristics of an information system and establish how this impacts on
organisations.
 Clarify the strategic value of information and technology.
 Explain the role of information systems in contemporary competitive business environment.
 Describe enterprise systems and the strategic and other benefits thereof to contemporary business.
 Discuss the emergence and value of knowledge management systems for business today.
 Evaluate the ways in which information systems can and are transforming organisations.
 Explain how e-Technology, Internet and Intranet technology is transforming business strategies and
processes in order to gain competitive advantage.
 Interpret the major management challenges associated with the use of information systems.
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Strategic Marketing Management

 Identify and discuss the scope of marketing management with a broader understanding of marketing
concepts in the business environment.
 Identify and critically discuss the various macro-environmental, industry and micro-environmental factors
influencing and impacting marketing management.
 Identify and critically discuss the various conceptual philosophies underpinning marketing management
practice.
 Critically discuss the Four P’s of the marketing mix and the Four P’s of modern marketing management and
how companies can implement the SAVE model.
 Evaluate key competencies of an effective marketing manager.
 Understand the relationship between business strategy and marketing strategy and application of the
marketing strategy in the development process.
 Understand and critically discuss the role and implementation of marketing management within emerging
markets.
 Evaluate the key factors impacting marketing management within emerging markets.
 Critically discuss the role and components of a modern marketing information system (MIS).
 Critically discuss the macro-environmental forces which impact on an organisation’s marketing
management initiatives.
 Critically discuss the accurate measurement and forecasting of demand and establish the importance of
market research with emerging markets.
 Critically discuss and apply the marketing research process.
 Analyse how multi-national companies may benefit from the marketing of goods to people at the ‘bottom
of the pyramid’ within emerging markets.
Strategies in Operations Management

 Understand the nature and scope of operations management functions.
 Assess the requirements for making decisions related to each part of the operations function.
 Make effective managerial decisions in order to ensure that effective utilisation of resources is achieved.
 Understand how operations management decisions can influence the overall strategic objectives of an
organisation.
 Explain how effective operations strategies are developed and implemented.
Managerial Economics
 Critically distinguish between microeconomics and macroeconomics in a business context
 Critically and creatively identify and use various economic theories to solve business problems
 Identify the parameters for efficient allocation of scarce resources,
 Interpret and use economic data for planning and decision-making purposes in a business organization
 Apply the theories of production and cost concepts to analyse the decisions of organisations to supply
quantities at various prices
 Analyse and interpret implications of economic policies in business organisations
 Analyse and apply basic quantitative methods within business organisations
 Apply the cost and revenue concepts in different market structures
 Analyse the impact of international trade and finance in the economy for strategic decision making purposes
 Analyse and suggest solutions related to the impact of national income accounting, unemployment,
inflation, the economic cycle and fiscal policy on the macro economy as it relates to growth-focussed and
sustainable organisational strategy
 Use basic quantitative methods to analyse business data and provide solutions for production, planning,
forecasting and other decision-making purposes
 Use these quantitative methods in their dissertations and reports
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Financial Management

 Display knowledge of the financial implications for the different types of business entities.
 Estimate a project’s cash flow and business risk, and its suitability for inclusion in a firm’s portfolio of
investments.
 Recognise the variety of sources of finance that exist, and appreciate the implications of this for a
sustainable business venture.
 Ensure optimum funds utilisation.
 Plan a sound capital structure aligned to strategy, where balance is maintained between debt and equity
capital.
 Appreciate the problems of exchange-rate fluctuations and the avoidance of exchange rate risk and other
factors related to risk.
 Consider the implications of valuations, acquisitions and mergers to organisations and link this to the
organisations strategy.
Research and Quantitative Methods

 Research and resolve business problems in the workplace.
 Critically apply simple statistical tools and analyses to solve business-related problems.
 Interpret and analyse business data for production, planning, forecasting and other decision-making
functions in an organisation.
 Critically apply quantitative methods and techniques to other management disciplines as part of
implementing and monitoring strategic objectives.
 Critically apply quantitative methods to analyse business data for production, planning, forecasting and
other organisational decision-making purposes.
 Critique and employ the use of statistical hypotheses for organisational strategic planning process.
 Engage with and appropriately apply a research approach and philosophy to the organisation.
 Ensure consistency and linearity between research ideas, objectives, questions, design and methods.
 The ability to discriminate between the qualitative and quantitative approaches to research, as appropriate.
 Understand the different research design methodologies, and their respective suitability to study objectives.
 Apply a research design that is consistent with research objectives and questions.
 Critically apply available research methodologies to answer the study questions, and achieve study
objectives.
Corporate Strategy
 Critically apply the concepts of strategy, strategy development and strategic management, and demonstrate
the need for and importance of competitive and comparative strategies with regards to strategic alignment.
 Explain and interpret the vision and mission statements as a basis for creating a future for an organisation.
 Analyse and interpret the results of an assessment of opportunities and threats in the external environment
for a business.
 Analyse and interpret the results of an assessment of the internal environment of an organisation in terms
of its resources and competitive and comparative capabilities and provide creative solutions.
 Interpret and apply the generic competitive strategies for competitive advantage.
 Defend the choice of strategy or strategies in given industry, competitive, comparative and organisation
situations.
 Suggest ways to build an organisation capable of effective strategy execution and sound strategic alignment.
 Explain the importance of leadership, culture and teamwork in strategy development and its
implementation.
 Link and apply enterprise performance management as being integral to the development and
implementation of strategy.
 Critically understand the role of corporate governance and ethics in strategy development and
implementation.
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Strategic Project Management (Elective)

 Critically apply generic project management concepts and definitions in an organisational context.
 Analyse and appreciate the significance and impact of and relationship between competing constraints in a
project environment.
 Demonstrate comprehensive knowledge and uses of common tools and techniques in the different stages
of a project life cycle within an organisation.
 Effectively apply common project management tools and techniques, to manage project scope and time.
 Demonstrate analytical skills to identify and address potential project resource problems, and apply project
tools to alleviate these problems.
 Apply leadership communication and risk management tools and techniques in a project management
environment.
 Demonstrate knowledge of leadership expertise required to successfully manage and lead project teams,
and to network with various project stakeholders to achieve organisational strategic objectives.
 Understand project quality concepts, and apply tools used to monitor and improve project quality at
different stages of the project lifecycle.
Entrepreneurship (Elective)
Upon successful completion of this module, the student should be able to:
 Apply steps required to research the potential for an innovative idea for the development of an existing
enterprise, a new venture or a social change opportunity.
 Examine the key resources required to exploit an innovative idea or opportunity to develop an existing
business, launch a new venture, or initiate a social enterprise.
 Apply the key steps required in exploiting an innovative idea or opportunity to develop an existing business,
launch a new venture, or initiate a social enterprise.
 Identify and consider legal issues affecting business development, ownership and operation of commercial
property.
 Address the development challenges that start-ups face.
 Build skills needed to create high-value technology companies.
 Critically analyse prospective venture capital investments.
 Apply creativity techniques at the individual and organisational level to identify and capitalize on innovative
opportunities.
 Behave entrepreneurially, creating and managing new ventures in global context.
 Behave entrepreneurially to understand the entrepreneurial process, problems, and specifics of business
life-cycle to understand the problems, processes and specifics of start-ups and small businesses.
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Health Care Management (Elective)

 Have a sound understanding of the terminology, facts, concepts, principles, analytical techniques and
theories used in the field of healthcare management.
 Strategically apply important terminology, facts, concepts, principles, analytical techniques and theories in
the healthcare industry when analysing complex factual situations.
 Effectively integrate (or synthesise) important facts, concepts, principles and theories in the field of
healthcare management when developing solutions to multifaceted health care management problems in
complex factual situations.
 Critically appraise the context and quality of healthcare delivery within and outside South Africa, while
considering creative solutions or interventions.
 Apply epidemiological approaches to the study of patterns of the burden of disease and injury in
populations.
 Critically evaluate study designs, methods and strategies for data analysis used in health-related research.
 Demonstrate an understanding and application of how medico-legal and ethical issues impact the delivery
of healthcare services.
 Articulate critical issues in healthcare from the perspective of patient and practitioner.
 Assess public and global health issues and possible remedies/interventions that transcend national borders,
class, race, ethnicity and culture.
 Demonstrate an in-depth understanding of the field of healthcare management and the essential
competencies needed for strategic practices
Leadership (Elective)

 Reflect on personal leadership practices and cultural perspectives and recognise their impact and influence
on organisational effectiveness.
 Implement and evaluate strategic practices based on various theories, models, and approaches for achieving
organisational transformations.
 Analyse and evaluate the role of the strategic leader in planning and guiding the change process.
 Examine the dynamics of power and politics in organisational settings, with a focus on the interrelationships
of leadership, human capital, vision, organisational culture, and privilege.
 Lead skilled facilitation of the change process including means of initiation, implementation, sustainability,
evaluation, and continuous improvement.
 Develop methods and framework for building leadership capacity, coalitions and constituent support while
working with resistance and conflict.
 Build a solid foundation through the integration of theory and practice in order to implement a planned
change process in the organisation.
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Supply Chain Management (Elective)

 Critically analyse and strategically conceptualise the role and importance of supply chain activities.
 Understand and analyse the organisation of the supply chain with a view to provide organisational
optimisation, effectiveness and efficiency.
 Attain the ability and skill to undertake high-level decision making within a strategic supply chain framework.
 Apply and monitor the use of appropriate techniques to improve supply chain performance.
 Analyse and identify strategies for the use of good customer service principles to enhance the value chain.
 Understand and apply sound inventory management principles which reduce the total cost of ownership
and improve organisational profitability.
 Critique the various retail management strategies and understand the application thereof, while providing
creative solutions for remedy or improvement, where needed.
 Understand and apply investment recovery practices.
 Distinguish between organisational processes and be able to integrate processes to improve supply chain
performance.
Environmental Management (Elective)

 Demonstrate competence and skill to make use of key environmental management characteristics for
strategic organisational and other purposes.
 Provide explanations on the significance and the necessity for management of natural resources.
 Understand and apply environmental legislation in contemporary organisations.
 Understand Environmental Management Systems with particular reference to ISO14001.
 Differentiate between renewable and non-renewable energy within the context of environmental
management within an organisation.
 Have a comprehensive knowledge on types, causes and implication of pollution in a business environment.
 Review environmental impact assessment reports and provide possible remedial action for an organisation.
 Demonstrate an understanding of the inextricable relationship between environment and economy for use
in an organisational strategic context.
Change Management (Elective)

 Anticipate change by understanding planned change, what is OD, why it has emerged, and the nature of
changing corporate culture, and the role of management in this process.
 Understand the OD process in the context of the basic roles and styles of the OD practitioner in overcoming
resistance to change.
 Develop the skills and critical framework to cultivate excellence in individuals by the use of personal
intervention skills, strategies, and interventions at an individual level.
 Critically use the specialist knowledge to develop high performance in teams by focusing on team
development, inter-team interventions, and goal-setting strategies.
 Understand and use leading strategies to develop success in organisations by focusing on system-wide OD
approaches, organisation transformation and strategic change, anticipating future challenges and scenarios.
14
Dissertation
Upon completion of the dissertation, the student should be able to:

 Apply the analytical skills and knowledge gained in the programme to a specialised research area.
 Develop critical and practical research questions.
 Master current literature in a specialised business area.
 Critically analyse and synthesise contending theoretical standpoints.
 Design, plan and execute a research study.
 Select and apply appropriate research methodologies.
 Capture, analyse and interpret business data.
 Demonstrate an understanding of the implications of theory for decision making and practice.
 Provide recommendations for business related problems aligned to leading practices in the field.
15
6. PROGRAMME ADMINISTRATION
6.1 PROGRAMME MANAGEMENT
6.1.1 General Information

The MANCOSA Management team will undertake the responsibility of administering the programme from the
point of enrolment to the point of graduation. All queries associated with programme management and
implementation should be directed to Student Services via:
(i) Livechat
Students are encouraged to interact with Student Services via Livechat using either the MyMancosa or
MancosaConnect student portals.
To log a query on the MyMancosa or MancosaConnect student portals, please follow the steps below:
Step 1: Login to the MyMancosa or MancosaConnect student portal
Step 2: Click “Live Chat” icon below
Or
(ii) Contact Student Services Call Centre

Students can call the Student Services call centre on 0873512833
6.1.2 How to access student portals
(i) How to access mymancosa.com

Step 1: Log in to www.mymancosa.com
Step 2: Login using your student number as username and password.
(ii) How to access MancosaConnect

Step 1: Log in to https://mancosaconnect.ac.za using the preferred browser Google Chrome
Step 2: Login using your student number as username and Mancosa123$ as password.
For all Institutional rules and procedures, please refer to the Institutional Rule Book and Student Code of
Conduct.
16
6.1.3 How to access student email account
Step 1: From a web browser, visit www.gmail.com to access your MANCOSA Student Email Account
Step 2: You will be directed to the page below where you will be requested to apply the following
instructions:
a) In the “Email” field enter your student number @students.mancosa.co.za
(for example: 123456@students.mancosa.co.za)
b) In the “Password” field enter ManDDMMYYYY (DDMMYY represents your date of birth)
for example: Man13061988
Step 3: Thereafter, click on the sign in icon as depicted below:
17
6.2 FINANCE
All queries relating to student accounts must be forwarded to:
Email: mancosa.debtorsquery@mancosa.co.za
6.2.1 Fee Payment

 Where a student has sponsorship in respect of financial support from an employer or any other sponsoring
body in respect of fees, the student must supply proof of sponsorship at enrolment.
 The student, however, is ultimately responsible for all and any payment owing to MANCOSA in the case of
default by the sponsor.
 Students can pay fees in the following ways:

- Cash at MANCOSA offices in Durban and Johannesburg
- Pay on website with a credit card
- Electronic Funds Transfer
- Debit order (The Debit Order Authorisation form must be completed and sent to the Finance Department
in Durban)
 Please contact the MANCOSA office if you require information on alternative payment methods.
18
Online Credit Card Payment Process
STEP 1
Proceed to website www.mancosa.co.za
STEP 2
Click on Online Payment, as per screen 1 below:
Screen 1:
CLICK HERE
STEP 3
Enter all details
Screen 2
19
STEP 4
Once all details have been entered, click on Proceed to accept terms and conditions, as highlighted below:
CLICK HERE
STEP 5
Ensure all card details are entered as they appear on your card on the screen below:
Screen 3
Click on Pay to finalise transaction.
20
Screen 4
The following screen will appear once the payment transaction has been processed successfully:
6.2.2 Payment of Fees and Other Dues

All fees and other payments owing to MANCOSA for tuition and/or services provided must be paid by the due
dates as stipulated in the fee schedule. Penalties may be imposed on all overdue accounts.
In addition, if students have outstanding financial obligations, MANCOSA may:

 withhold the results of any or all assessments,
 withhold the release of certificates,
 not allow a student to register on any MANCOSA programme
6.2.3 Payment Plans

 The payment of fees by instalment is available as long as the terms of such an arrangement are strictly
adhered to.
 Students who fail to adhere to their chosen payment plan will automatically be moved to the payment plan
3 option and have their accounts adjusted accordingly, thereby increasing their debt to MANCOSA.
 A charge of R 1000.00 will be levied against all payment plan 3 options, if not settled in full by the due date.
 A charge of R100.00 will be levied to cover administrative and bank charges in respect of:
 returned cheques and/or
 unpaid debit orders
6.2.4 Registration for Specific/Incomplete Modules

 The re-registration fee is a modular fee. The fee in this regard is payable at the point of re-registration. In the
event that there is more than one module involved, payment arrangements can be made with the student
accounts department.
 Applications in this regard may be submitted on the MyMancosa student portal by clicking on “Special
Request” and thereafter on “Returning Registration Request”.
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6.2.5 Additional Fees/Charges

 The following additional fees are levied:
 Graduation fee : R 400.00 (*Subject to change at time of graduation)
 Assessment re-mark fee : R 250.00 per re-mark
 Assessment re-submission fee : R 250.00 per re-submission
 Online summative assessment re-write/aegrotat fee : R 300.00 per module
 Graduating in absentia : R 350.00
 Transcript reprint : R 220.00 per copy
 Certificate reprint : R 220.00
 Certificate re-issue : R 300.00
 Change of elective : R 900.00
 Replacement of lost modules : Email dispatch1@mancosa.co.za for cost per module
 Deferral fee : R 3 000.00
 Student refund process : will in some instances attract an administration fee
 Viewing of marked script : R 250 per module
6.2.6 Cancellation of Registration/Fee Liability

 A student who intends cancelling his/her registration must notify MANCOSA in writing by applying on the
MyMancosa student portal. The student must click on “Special Request” and thereafter on “De-registration
Request”.
 The student will:
 be liable for a non-refundable registration fee as stipulated on the fee schedule, if the cancellation occurs
within 20 days of initial registration, or
 be liable for the payment of full fees if cancellation of registration occurs beyond 20 days of initial
registration.
 Refunds will not be granted for a deferred registration.
 The decision of the Academic Executive Committee on recommendation of the Programme Coordinator is
final and binding.
All queries in this regard must be forwarded to Student Services via:
(i) Livechat
Or

22
6.2.7 Deferrals
The terms and conditions for deferrals is as follows;
 A student’s request for deferral will only be granted once during the course of the programme and provided
the financial obligations are met
 The deferral application and the relevant fee must reach MANCOSA before the 2nd assignment due date for
the current semester in order for it to be effective in the next intake and provided that no coursework has
been attempted
 Applications in this regard may be submitted on the MyMancosa student portal by clicking on “Special
Request” and thereafter on “Deferral Request”.
 The deferral fee is R 3 000.00
 A deferral does not postpone the payment plan.
 A deferral postpones an academic year or semester not individual modules. Re-registrations may not be
deferred
 Assessments from incomplete modules will not be carried forward into the new registration/intake.
6.2.8 Change of Electives

The terms and conditions for a change of elective is as follows
 A student’s request for the change of elective will only be processed on settlement of all outstanding balances
and on receipt of the change of elective fee
 The change of elective application must reach MANCOSA before the 1st assignment due date for the current
semester and provided that no coursework has been attempted.
 If coursework has been submitted for the elective the student will be required to re-register the module
 The change of elective fee is R900.00
6.2.9 Re-registration of Modules

The terms and conditions for a re-registration is as follows
 A student’s request for re-registration will only be processed on settlement of all outstanding balances and
on receipt of the registration fee
 The re-registration fee is a modular fee which includes the registration fee.
 Assessments from incomplete modules will not be carried forward into the new registration/intake
 Any modules not attempted within an active academic year will have to be re-registered at the modular fee.
 The fee in this regard is payable at the point of re-registration. In the event that there is more than one module
involved, payment arrangements can be made with the student accounts department.
6.2.10 Miscellaneous Costs

 Students requesting additional material not included in the programme fee will be charged accordingly.
 These miscellaneous costs include photocopying, postage etc.
6.2.11 Payments
 The following information must accompany all payments made to MANCOSA.
 student number
 full name, initials and surname
 Proof of payment/transfer must be sent to the Finance Department via:
Email: finance@mancosa.co.za
 If all details are not accurately provided to MANCOSA, your account may not be credited.
23
6.2.12 Account Details

All payments should be made into ANY ONE of the following accounts:
Bank ABSA Bank
Account Holder MANCOSA (Pty) Ltd
Branch ABSA Corporate & Business Banking KZN
Account Number 40-6845-6934
Branch Code 634926
OR
Bank Standard Bank

Account Holder MANCOSA (Pty Ltd)
Branch Overport City, Durban
Account Number 05 261 572 3
Branch Code 043826
6.2.13 Foreign Payments

 It is important to note that foreign payments take at least 5 days to reflect in the MANCOSA accounts. The
onus lies with the student to ensure timeous payment of fees.
 The SWIFT CODE for international payments are as follows:
- ABSA Bank: ABSAZAJJ
- STANDARD Bank: SBZAZAJJ
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6.3 STUDENT SUPPORT

6.3.1 Student Services
The Student Services department is the first point of contact for all administrative student queries. Every attempt
will be made to deal with student queries as effectively as possible. Queries will be treated in confidence and no
victimisation or discrimination of any kind will be tolerated against the complainant. Anonymous complaints
against a person or persons will NOT be considered.
(i) Livechat
Or
6.3.2 Regional Offices and Representatives

MANCOSA has offices/representatives situated in various regions. The details of these offices/representatives
are provided below:
MANCOSA
CITY/COUNTRY REPRESENTATIVE CONTACT DETAILS
MANCOSA Learning Centre

South Africa MANCOSA Staff 26 Samora Machel Street, Durban, 4001
(Durban) Tel: +27 31 3007200
Email: studentservices@mancosa.co.za
South Africa MANCOSA Learning Centre (Auckland Park)
(Johannesburg) MANCOSA Staff 1 Cedar Road, Richmond, Johannesburg, 2092
Tel: +27 11 853 3000
As of December 2020, MANCOSA Cape Town will be located at
South Africa MANCOSA Staff the following premises:
(Cape Town) MANCOSA Learning Centre
10 Mill Street
Newlands
Cape Town
Tel: +27 21 671 6576
MANCOSA Cape Town will be at the following premises until 30

November 2020:
TNS House, 6 Thicket Street
Newlands,
Cape Town
25

South Africa MANCOSA Staff 39-45 Chief Albert Luthuli Street, Suite Number 02
(Pietermaritzburg) Maritzburg Arch, Pietermaritzburg
Tel: +27 33 8160350
South Africa MANCOSA Staff 9A Landdros Mare Street
(Polokwane) Polokwane Central, Polokwane
Tel: +27 15 817 3500
South Africa MANCOSA Staff 91 Western Avenue, Vincent, East London, 5217
(East London) Tel: +27 43 7211774
South Africa MANCOSA Staff MANCOSA Learning Centre
(Port Elizabeth) 3rd Floor, Greyville House
Cnr Greyville and Cape Road, Greenacres
Port Elizabeth
Tel: +27 41 816 2100 or +27 41 816 2159
(Pretoria) 68 Oak Avenue
Highveld Techno Park
Centurion, 0169
Tel: +27 12 742 8450
(Nelspruit) 2 Mc Adams Street
Nelspruit
Cell: 078 661 5071
E-Mail: nelspruit@mancosa.co.za
Unit 3, Ground floor in Ausspann Plaza
Namibia MANCOSA Staff Dr Augustino Neto Road, Windhoek
(Windhoek) Tel: 00264 61 401673
Zambia MANCOSA Staff Plot 4897, Block A, LA Complex, LA Boulevard, Longacres, Lusaka
(Lusaka) Tel: 00260 211 258684
Cell: 00260 979044454
Lilongwe University of Agriculture and Natural Resources (LUANAR)
Malawi MANCOSA Staff NRC Campus
(Lilongwe) Off Mchinji Road, P.O. Box 143, Lilongwe
Eswatini MANCOSA Staff 4th Floor, FINCORP Building
(Mbabane) Cnr of Gwamile & Dabede Streets
Tel: 00268 24048398
Cell: 00268 7673 1416.
Mauritius Mrs Tasneem Belle Terre Road, Highlands, Morc VRS, Mauritius
(Highlands) Jaumally Tel: +230 698 9000 / 4087
Campus Email: operations@ykbs.ac.mu
Tel: 07 383 201 6364
Russia Ms O Savostina Email: mba@nsaem.ru
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6.4 ACADEMIC SUPPORT

6.4.1 Tutor Support (Academic Faculty members)
MANCOSA has qualified academic faculty members appointed to ensure the highest standard of academic
delivery to students. Their duties include:
 Preparation and delivery of the scheduled lectures via webinars and other online support mechanisms
 Telephonic support
 Email support
In addition, students are able to obtain academic support by contacting the relevant tutor via the “Ask the Tutor”
platform that is available on the MancosaConnect student portal.
(i) Livechat
Or

6.4.2 Library Services

Access to MANCOSA libraries will be dependant on the Covid-19 risk adjustment strategy. Our students are
encouraged to utilise the online library resources found on the MancosaConnect student portal.
6.4.3 Module Guides

On registration, all MANCOSA students will have access to a comprehensive set of module guides, which outline
the syllabus and details of content to be covered in each module for the academic year.
However, it must be noted that all study material provided must be read in conjunction with the textbooks that
are prescribed for each of the modules.
27
6.4.4 Website/ Online Learning Centre

Online Learning Centre (Multimedia Support)
Students can access interactive learning material through the MancosaConnect portal at
https://mancosaconnect.ac.za
The portal amongst other features contains the following:

 Programme and module information
 Online journal database access eg. Emerald Online, EBSCO, Google Scholar, Informing Science, Directory of
Open Access Journal (DOAJ), etc
 Programme handbooks
 PowerPoint presentations
 Research and dissertation writing guidelines (If applicable to programme)
 Assessment schedules and due dates
 Assessment questions
 MANCOSA Regional Learning Centres contact information
 Prescribed textbook lists
 Discussion forums
 Interactive webinars (If applicable to programme)
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6.4.5 Prescribed textbooks

All prescribed texts may be purchased from Shesha Books or an accredited bookseller.
You can contact Shesha Books on +27 31 3322702 or email sales@sheshabooks.co.za for further details.
A list of the prescribed texts for each module is found below:

MODULE PRESCRIBED BOOK
• Hough, J, Thomson, A.A, Strickland, AJ & Gamble, J.E. (2015). Crafting and
Corporate Strategy Executing Strategy. Creating Sustainable High Performance in South Africa 2nd
edition., London. McGraw-Hill
• Meyer, M. et. al. (2012). Managing Human Resource Development. Lexis Nexis
Human Resource • Noe, R.A. et al. (2016). Human Resource Management: Gaining a Competitive
Development Advantage. 10th edition. McGraw Hill.
• Kotler, K. and Keller, K. (2016). Marketing Management. 15th edition. Prentice-
Strategic Marketing Hall. Upper Saddle River, New Jersey.
Management • Cant, M.C., Van Heerden, C.H. & Ngambi, H.C. (2017) Marketing Management.
A South Africa Perspective. 3rd Edition. Cape Town: Juta
Strategies in • Heizer, J and Render, B. (2014). Operations Management. Sustainability and
Operations Supply Chain Management. 11th edition, New Jersey: Prentice Hall.
Management
• Jashapara, A. (2011). Knowledge Management an Integrated Approach. 2nd
Information and Edition. Prentice Hall. Pearson
Knowledge • Laudon K.C. and Laudon J.P. (2018). Management Information Systems:
Management Managing the Digital Firm.15th Edition. Pearson Education. Upper Saddle
River: New Jersey.
• Firer, C, Ross, S.A; Westerfield, R.W and Jordan, B.D. (2012), Fundamentals of
Corporate Finance, 5th South African Edition, United Kingdom: McGraw-Hill
Financial Limited.
Management • Skae, F.O. and Vigaro, F.A.A.(2012), Managerial Finance, 5th Edition,
LexisNexis, Durban.
• Schiller, B.R., Hill, C.D., Wall, S.L., (2013) Human The Economy Today 13th
Managerial Economics Edition, Boston: McGraw Hill.
• Janse van Rensburg.J, McConnell, C., Brue, S., (2011) Economics Second
Southern African Edition Boston: McGraw Hill.
• Mohr, P and Associates (2015), Economics for South African Students, Fifth
Edition: Van Schaik Publishers
• Saunders, M.N.K., Lewis, P., & Thornhill, A. (2016). Research Methods for
Research and Business Students (7th ed.). Harlow, United Kingdom: FT Prentice Hall.
Quantitative Methods
Note: The above prescribed readings have been provided at the time of publication of this handbook.
Should an updated edition be available, students can use either version.
29
6.5 IT AND WEBSITE

In the event of the student experiencing difficulty accessing any of the MANCOSA electronic facilities, queries
must be forwarded to Student Services via:
(i) Livechat
Students are encouraged to interact with Student Services via Livechat using either the mymancosa or
mancosaconnect student portals.
Or

6.6 GENERAL
6.6.1 Award of Qualification
The qualification will be awarded on successful completion of all modules and the dissertation.
The student has 4 years from the time of first registration in which to complete the MBA programme. Failure to
do so in the stipulated time period will result in credit being issued for modules completed.
Qualifications conferred cum laude:

A degree shall be conferred “Cum Laude” if the student has obtained a final average mark of at least 75% for all
the modules with a final mark of at least 75% for the dissertation in the programme.
The student may not obtain a qualification “With Distinction” or “Cum Laude” unless he or she passes all modules
in the programme during the first examination sitting.
The student may not obtain a qualification “With Distinction” or “Cum Laude” if he/she has:
• attempted any supplementary or aegrotat examination or a resubmission of an assessment
• re-registered for any module in the programme
6.6.2 Graduation
 On successful completion of all coursework required and on the settlement of all outstanding fees, a student
is eligible to attend a graduation ceremony where the qualification will be conferred upon the student. In
addition, the original certificate is issued to the student at the graduation ceremony.
 All students graduating are liable for a fee of R 400.00. This amount does not include the cost of the academic
attire or photographs.
 A separate charge will be levied per guest.
 Students graduating in absentia will be liable for a fee of R 350.00. This includes the cost of postage/courier
of certificates to the student.
 Graduation venues are determined on a rotational basis and graduation will not necessarily take place in the
province that a student is registered in.
 Students will be required to attend the specific graduation ceremony they are invited to and are not allowed
to choose between different graduation ceremonies in the year.
6.6.3 Frequently used Forms

A list of frequently used forms can be found on www.mymancosa.com
For detailed information on procedures related to each form, refer to the Institutional Rule Book.
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7. ACADEMIC DELIVERY
MANCOSA is committed to ensuring quality teaching and learning through the use of digital platforms, tools and
resources. Students are provided with academic resources available on the Learning Management System (LMS)
portal called MancosaConnect. The platform is constantly being enhanced with academic transformative
learning and value-added content.
Academic delivery is facilitated using the following:
Webinars
A webinar is a lecture conducted online through the MancosaConnect portal. It is the primary teaching delivery
method for this programme. Students benefit from webinars which are designed to appeal to students’ multi-
sensory preferences. Live webinars can be accessed on the MancosaConnect portal as per the dates and times
provided in the webinar schedule and it allows students to interact with the lecturer. Recordings of the webinars
can be retrieved from the MancosaConnect portal and is available to those unable to attend live sessions and for
information and revision purposes.
Webinars for the January 2021 intake will commence from 27 February 2021 to 13 March 2021. The start dates
will vary depending on the programme. The webinar schedule per programme will be available on the
MancosaConnect student portal by no later than 30 January 2021.
Additional webinars may be conducted for specific modules. The purpose of these webinars is to supplement the
scheduled webinars and will be conducted specifically for modules identified as those students are experiencing
difficulty with. The dates for these webinars will be available on the MancosaConnect student portal at least two
weeks prior to the webinar.
Additional resources
Synchronous and asynchronous access to learning materials and additional resources are available on
MancosaConnect.
Students have access to multiple types of resources which include the MANCOSA online library, subscribed to by
the institution to support them in research and gaining information from academic sources.
“Ask the Tutor” is a platform on the LMS which is a community of engagement forum which enables students to
interact with their lecturers and peers on academic content related matters.
Discussion questions, supporting videos, articles, and activities are provided to the student throughout their
learning journey. PowerPoint presentations embedded with audio delivery are directed to both the visual learner
and those who learn best by listening. These provide a rich resource for learning and encourages independent
self-study.
Students are expected to engage in self-study and also work through activities provided which allows for ongoing
learning.
Please ensure that your contact details are updated and that you regularly check your email notification as well
as the MancosaConnect portal to ensure that you are updated with the latest developments and notifications.
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8. ASSESSMENTS
All queries associated with assessments should be directed to Student Services via:
(i) Livechat
Or
8.1 Method of Assessment

Formative Assessment 1 – This assessment is in the form of a case study/scenario and requires calculations
and/or application to relevant theory.
Formative Assessment 2 – This assessment is based on a project and requires calculations and/or application
to relevant theory.
Online Summative Assessment – This is an open book assessment and is similar in nature to the traditional
examination. The nature of questioning requires calculations and/or application to relevant theory
 Final assessment is determined as follows:

Assessment type Contribution Sub-minimum Number of Attempts
to final mark requirement
Formative Assessment 1 20% 40% in each individual 2 (Only if subminimum in
(Case Study/Scenario) assessment and a assignment is not met)
Formative Assessment 2 20% combined average of at 2 (Only if subminimum in
(Project) least 50% assignment is not met)
2 (Only if subminimum in online
Online Summative 60% 40% summative assessment is not
Assessment met and/or final mark is less
than 50%)
Dissertation 100% 50% 1
 To pass a module the following requirements must be met:

- the compulsory completion of ALL assessment activities;
- the sub-minimum requirements as outlined above
- a final combined mark of 50% is required
 Students will only be allowed to attempt the online summative assessment provided that the sub-minimum
requirements, as outlined above, are met.
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8.2 Assessment submission
Assessment type How to submit
Formative The question for these assessments are available in the programme handbook and on
Assessment 1 and 2 the MancosaConnect portal. Students can work offline and submit the assessment on
the MancosaConnect portal by 23:59 (SA time) on the due date. In the event of a
student obtaining a mark less than 50%, the student is allowed to attempt the
resubmission assessment.
Online Summative An online summative assessment per module will be available, for a limited period of
Assessment five (5) hours on MancosaConnect.
Online summative assessments will be available for download at each scheduled session
opening time (as per the online summative assessment schedule in section 8 of the
programme handbook) and the assessment can be completed offline.
Students are advised to work with the downloaded document and type their answers to
each question in the allotted space provided on the document. The completed
assessment should then be uploaded on MancosaConnect before the session closes.
Refer to the Institutional Rule Book for detailed information on submission of assessments.
8.3 Extension on submission of assessments/Aegrotat applications

Assessment type Extension/Aegrotat Rule
Formative An extension will be granted on the provision that the student has applied via the
Assessment 1 and 2 MancosaConnect student portal on or before the stipulated due date. Extensions will be
granted for a period of 5 calendar days.
Online Summative No extensions will be granted for this assessment. In the event that a student is unable to
Assessment attempt the assessment as per the schedule, the student will be required to apply for an
aegrotat assessment via the MancosaConnect portal. Aegrotat applications must be
submitted within 5 days of the scheduled final assessment being written. An aegrotat will
only be granted under exceptional circumstances once all the relevant supporting
documentation has been considered.
Please refer to the MancosaConnect portal for a tutorial on how to apply for an extension and aegrotat.
33
8.4 Re-submission of Assignments/Rewrite of online summative assessment

In the event of a student obtaining a mark less than 50% in any assessment, the following will apply:
Assessment type Re-submission/Re-write Rule
Formative The student is allowed to attempt the re-submission assessment. This only applies if the
Assessment 1 and 2 mark obtained in the first attempt is less than 50%. The higher mark of the 2 attempts
will apply.
Online Summative The student is allowed to re-write the online summative assessment. This only applies if
Assessment the subminimum of 40% in the online summative assessment is not met and/or the final
mark is less than 50%.
(i) Livechat
Or

34
8.5 Marking Criteria

All assessments are marked according to the following criteria.
Demonstrates an authoritative grasp of the concepts, methodology and content

A Excellent appropriate to the subject discipline. Indication of originality in the application of
75%+ ideas, in synthesis of material or in performance; personal insights reflecting depth
and confidence of understanding and real critical analysis. Work is well structured
and presented with full referencing.
B Very Good Demonstrates a sound level of understanding based on a competent grasp of

70 – 74% relevant concepts, methodology and content; displays skill in interpreting and
analysing complex material; material well organised.
C Good Demonstrates a good level of understanding based on a grasp of relevant concepts,

60 – 69% methodology and content; display some skill in analysing complex material; material
well organised.
D Acceptable Demonstrates a coherent response to the requirements of the assessment task;

50 – 59% clear expression of ideas; uses relevant source material; demonstrates some
understanding of the concepts; draws relevant conclusions; appropriate
organisation of response.
E Unacceptable Recognisable but limited awareness of requirements of assessment task; evidence

40 – 49% of some understanding; some attempt to draw relevant conclusions.
F Fail Marginal grade. Unsatisfactory but showing some evidence of understanding.

33 – 39%
G Fail Little evidence of understanding or application.

0 – 32%
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8.6 Accessing Results

Students can access their individual assessment results on the MancosaConnect portal (login procedure provided
in 6.4.4).
Final results are available through the MyMancosa portal at http://www.mymancosa.com.

The following steps must be followed to access the MyMancosa portal:
STEP 1
Log in to www.mymancosa.com
STEP 2
Login using your student number as user name and password.
STEP 3
Click on “My Information”.
STEP 4
Click on “Marks Details” to view your results.
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8.7 ASSESSMENT SCHEDULE – SEMESTER 1
SEMESTER 1 – ASSIGNMENT SCHEDULE
NO MODULE ASSESSMENT SUBMISSION DATES AND

CONTRIBUTION TO FINAL MARK
FORMATIVE ASSESSMENT 1 FORMATIVE ASSESSMENT

CONTRIBUTION 2 CONTRIBUTION
(20%) (20%)
1 Managerial Economics 5 April 2021 23 April 2021
2 Information and Knowledge Management 7 April 2021 25 April 2021
3 Strategic Marketing Management 14 April 2021 2 May 2021
4 Strategies in Operations Management 16 April 2021 4 May 2021
SEMESTER 1 – ONLINE SUMMATIVE ASSESSMENT SCHEDULE
NO MODULE ONLINE SUMMATIVE ASSESSMENT DATES AND

CONTRIBUTION (60%) TO FINAL MARK
DATE TIME
FINAL 3 June 2021 09h00 – 14h00

1 Managerial Economics
RE-WRITE 19 July 2021 09h00 – 14h00
FINAL 8 June 2021 09h00 – 14h00

2 Information and Knowledge Management
RE-WRITE 20 July 2021 09h00 – 14h00
FINAL 10 June 2021 09h00 – 14h00

3 Strategic Marketing Management
RE-WRITE 21 July 2021 09h00 – 14h00
FINAL 12 June 2021 09h00 – 14h00

4 Strategies in Operations Management
RE-WRITE 22 July 2021 09h00 – 14h00
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8.8 FORMATIVE ASSESSMENT 1 (CASE STUDY/SCENARIO) QUESTIONS – SEMESTER 1

ASSESSMENT 1: MANAGERIAL ECONOMICS
Answer ALL the questions (100)
SECTION A (50)
Russian Economy between 1990 and 2007
The Russian Federation (Russia) faced several economic problems when it was formed after the dissolution of
Union of Soviet Socialist Republic (USSR) or the Soviet Union. Therefore, Boris Yeltsin the first President of Russia
implemented various measures for the economic growth of Russia, such as stabilization policies and economic
restructuring. These measures helped the Russian economy to become market-focused economy from a
centrally planned economy. These measures are briefly discussed in the present case study. In addition, the case
study also analyzes the policy measures presented by Vladimir Putin, Russia’s second President. It also focuses
on the economic conditions of Russia in the Presidency of Boris Yeltsin and Vladimir Putin and the impact of their
policies on the economy.
In 1990-1991, the inflation rate in Russia was very high and there was a shortage of supply in every industry. At
the time, the GDP of Russia showed a decline of 17% and retail prices had escalated to 140%. The political
conditions of Russia were also not good at this time. As a result, the Soviet Union was dissolved in 1991. After
that, Boris Yeltsin was elected as the President of Russia. Boris Yeltsin took several measures to transform the
Russian economy into a market-based economy. In 1991, Boris Yeltsin along with his advisors and an economist,
Yegor Gaidar implemented certain measures for bringing up the Russian economy from inflation. The measures
taken by him were stabilization measures and economic restructuring. The stabilization measures involved
decreasing the government budget deficit, increasing government revenues, and controlling the supply of money
by subsidizing credit provided to business persons. In addition, he enforced price control policies, made several
amendments in tax policies, and increased privatization. In the initial stages, the policies made by Boris Yeltsin
were not able to achieve the desired goals. However, with the introduction of monetary and fiscal policies, the
government was able to implement such measures and achieved its goals and objectives. In 1996, Boris Yeltsin
was again elected as the President of Russia. After that, Russia faced a situation of decrease in the foreign
exchange reserves and the economy started showing another decline. In 1998, Russian economy experienced a
financial crisis in which its currency, ruble, showed a decline of 75%. The financial crisis in Russia made people
turn against Boris Yeltsin; as a result, he faced high opposition in the parliament.
The State Duma elections of 1999 and Presidential elections of 2000 brought a major change in the Russian
politics. Vladimir Putin was elected as the President of Russia on 2000. The Parliament of Russia started
supporting policies introduced by Vladimir Pultin, the President of Russia and Mikhail Kasyanov, the Prime
Minister of Russia. Both of them looked at various legislative initiatives and measures to transform the Russian
economy in the market-based economy. In 2007, the Gross Domestic Product (GDP) of Russia was above $1
trillion. In the mid of 2000s, the growth of Russian economy was very fast that was mostly contributed by the
growth in domestic energy industry of Russia. According to various Russian analysts, the major source of income
for the Russian economy was oil exports. Therefore, the Russian economy showed a drastic change with the
change in the prices of oil. As a result, any decline in oil prices was considered as a risk factor for the sustainability
of the Russian economy. According to the report of World Bank in 2007, Russia should have taken measures to
control inflation as the global economy was going to face an inflationary condition, which might have affected
the Russian economy. However, Russia was the least affected country in the global economic slowdown of 2007.
It is because of the fact that the major contribution to GDP of Russia came from its fossil fuels and natural
resources that were hardly affected by recession. In addition, Russian trade with United States, which is the
source of financial crisis of 2007, was very limited.
Source: (https://ksbmcasestudy.blogspot.com/)
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QUESTION 1 (25)
1.1 According to the case study, Boris Yeltsin, the first President of Russia implemented various measures for
the economic growth of Russia, such as stabilization policies and economic restructuring. Identify and using
your conceptual knowledge, critically evaluate these stabilisation and restructuring measures that were
introduced by Boris Yeltsin’s Government. (10)
1.2 Are free markets and economic privatization the answer to development problems, or do governments in
developing countries still have major roles to play in their economies? Critically discuss. (15)
QUESTION 2 (25)
2.1 Boris Yeltsin essentially turned the Russian economy into market-focused economy from a centrally planned
economy. Is it fair to conclude that a centrally planned economy does not work? Discuss fully. (15)
2.2 Evaluate how a market based economic system introduced by Yeltsin would have solved the economic
problems. (10)
SECTION B (50)
QUESTION 3 (25)
3.1 The production possibilities frontier in figure 1 below illustrates two kinds of efficiency: productive
efficiency and allocative efficiency between healthcare and education.
3.1.1 Explain in your own words what you understand by production possibility frontier by making reference
to points A, B and F. (5)
Figure 1
3.1.2 With reference to figure 1 above, distinguish between productive efficiency and allocative efficiency with
the use of examples. (10)
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3.2 Return to the example in Figure 1. Suppose there is an improvement in medical technology that enables
more healthcare to be provided with the same amount of resources. How would this affect the production
possibilities curve and, in particular, how would it affect the opportunity cost of education? (5)
3.2.1 Can society produce in a way that is allocative efficient, but productively inefficient? Evaluate this
statement. (2)
3.2.2 What are the similarities between a consumer’s budget constraint and society’s production possibilities
frontier, not just graphically but analytically? (3)
QUESTION 4 (25)
4.1 The Take All Ski Company manufactures skis for beginners. Fixed costs are R30. Fill in the Table below
for total cost, average total cost, average variable cost, and marginal cost. (14)
Quantity Variable Fixed Total Average Average Marginal

Cost Cost Cost Total Cost Variable Cost Cost
0 0 30
1 10 30
2 25 30
3 45 30
4 70 30
5 100 30
6 135 30
4.2. Based on your answers to the Take All Ski Company above, now imagine a situation where the firm produces
a quantity of 5 units that it sells for a price of R25 each.
4.2.1. What will be the company’s profits or losses? (3)
4.2.2. How can you tell at a glance whether the company is making or losing money at this price by looking at
average cost? (4)
4.2.3. At the given quantity and price, is the marginal unit produced adding to profits? (4)
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Assessment Format
 Word limit: Approximately 6000 words
 Your assignment should include a Table of Contents page.
 Text: Font: Arial or Times New Roman (12), Spacing: 1.5 lines
 All text must be justified at each margin.
 The length of your answers to each question should be in line with the mark allocation. Your answers must
include any theories, charts, tables or exhibits necessary to support your analysis and recommendations.
Additional research should be consulted, when answering the assignment questions.
 Ensure that the readings are not merely reproduced in the assignment without original critical comments
and views. Cohesive and logical arguments reflecting original thinking is encouraged.
 You MUST use theory/literature to support your discussion/observation and opinions. Do not merely extract
information from the Case Study.
 References - At least 15 academic sources of reference must be used. (These include textbooks, journal
articles and internet sources that are relevant to your field of study. Academic sources do not include
Wikipedia and blogs). The MANCOSA study guide must not be used as a source of reference. You must
include Reference list at the end of your assignment. Information quoted/paraphrased from sources listed
in your Reference list must be referenced in-text. The Harvard system of referencing must be used.
 It is imperative that students proof read and edit their assignments prior to submitting them.
Assignments must be free from errors and of a professional standard.
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ASSESSMENT 2: INFORMATION AND KNOWLEDGE MANAGEMENT
Read the extract below and answer ALL the questions that follow: (100)
Knowledge Management for Emerging Knowledge Organizations

Few researchers addressed the link between information technology and knowledge transfer, and even fewer
the relationships between motivational leadership and knowledge management. The author states it might be a
little problematic to implement knowledge management as a change agent during organizational change, it is
argued that it can be used by what is today referred to as knowledge leaders, to manage not only knowledge
creation, storing and codification, but also knowledge sharing to enhance the learning culture of emerging
knowledge organizations.
The commonality of most recent research indicates an emphasised focus on knowledge management (technical,
human and communication components), and it is argued that knowledge leaders should implement strategic
integrated communication to ensure the sustainability of knowledge organizations. These knowledge leaders
should be able to: empower individuals to respond creatively to changing situations; adopt personal and active
attitudes, individual and organizational goals; contribute to resonant leadership practices; should be self- and
socially aware of emotions and goals; be equipped with skills such as self- and relationship management which
is characterised by transparency, adaptability, collaboration and motivation; and should be associated with a
supportive organizational climate due to a constructive organizational culture with the aim to inspire people to
learn. There are also risks associated with knowledge management systems.
Where knowledge management focuses on two main theoretical perspectives, namely human capital and
knowledge based theory, the theory of strategic integrated communication emphasises that knowledge leaders
should acknowledge the premises of the strategic intent of the organization by managing information through,
inter alia, motivation, innovation and creativity.
Knowledge assets are the knowledge drivers of an organization’s success. And they can be unstructured, tacit
knowledge. So as an example, there would be the deep expertise of key personnel. Or knowledge assets can be
structured, explicit knowledge, codified. Examples there would be patents, copyrights and intellectual
proprietary rights in codified form. What is interesting with knowledge assets is that the more you structure, the
more you codify knowledge, the easier it is to share that knowledge, both internally and externally
Source: https://www.weforum.org/agenda/2015/04/do-you-understand-your-companys-knowledge-assets/
QUESTION 1 (25)
Critically evaluate the concept of change management and report on relevant strategies an organisation must
take into consideration when implementing change.
QUESTION 2 (25)
Based on a company of your choice, elaborate on how organisational culture and organisational structure
impacts on the success of knowledge management.
QUESTION 3 (25)
With the emergence of the knowledge economy, it has become increasingly important for organisations to
reconsider the value of their tangible assets. The value of the organisation can no longer be viewed as the value
of the assets that reflect on the traditional balance and value sheets. Provide a critical view detailing how the
company you selected in question 2 can measure their intellectual capital in order to maximise the value from
their intellectual capital.
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QUESTION 4 (25)
Information and knowledge management systems are vulnerable to technical, organisational, and environmental
threats from internal and external sources. The weakest link in the chain is poor system management. Provide a
detailed report highlighting technologies/tools to management for protecting a firm’s information resources.
Assessment Guidelines
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ASSESSMENT 3: STRATEGIC MARKETING MANAGEMENT
Answer All questions (100)

Read the following case study and complete the task below.
Dominoes and Pizza Hut-Pizza Wars

Until 1996, Pizza in India was synonymous only a bready dough base lathered with some ketchup. Since 1996,
there was a proliferation of 'high-priced branded' pizzas in the market, with the entry of international pizza
chains. Domino's and Pizza Hut, the two big US fast food chains entered India in 1996. Each claimed it had the
original recipe as the Italians first wrote it and was trying desperately to create brand loyalty. Domino's and Pizza
Hut tried to grab as large a slice of the pizza pie as possible.
While Pizza Hut relied on its Unique Selling Proposition (USP) of "dining experience", Domino's USP was a 30-
minute delivery frame. To penetrate the market, both the players redefined their recipes to suit the Indian tastes.
Domino's went a step ahead by differentiating regions and applying the taste- factor accordingly. Domino's also
made ordering simpler through a single toll-free number through-out the country. Domino's and Pizza Hut
expanded their market ever since they entered India. Domino's had grown from one outlet in 1996, to 101 outlets
in April 2001. Pizza Hut too, which began with just a single outlet in 1996 had 19 outlets in 2001.
Background
Domino's entered India in 1996 through a franchise agreement with Vam Bhartia Corporation. The first outlet
was opened in Delhi. With the overwhelming success of the first outlet, the company opened another outlet in
Delhi. By 2000, Domino's had a presence in all the major cities and towns in India. Pizza Hut entered India in June
1996 with its first outlet in Delhi. By 2000, Domino's had more than 6000 stores in the US and internationally.
Pizza Hut was a unit of Tricon Global Restaurants (Tricon) which included Kentucky Fried Chicken and Taco Bell.
Source: https://www.icmrindia.org/free%20resources/casestudies/pizza-wars1.htm
QUESTION 1 (25)
With the above case study in mind, discuss all the significant factors that Pizza Hut and Dominoes would have
had to take into consideration, in terms of the characteristics and buying behaviour of the emerging market
consumer, before entering the Indian market.
QUESTION 2 (25)
It is important to constantly scan the macro environment for changes that could pose threats to the business. In
your view, discuss what Demographic, Economic and Technological changes could affect Dominoes’ growth in
the Indian market.
QUESTION 3 (25)
To be branded in an emerging market products must be differentiated. Discuss the strategies that Dominoes
adopted in India; and suggest other product differentiation factors that they can use to set them apart from their
competitors.
QUESTION 4 (25)
Marketing Communications assists companies by contributing to brand equity and establishing the brand in the
memory of customers. Marketing Communication also helps drive sales and affects shareholder value. Propose
a Marketing Communications Mix for Pizza Hut to increase their sales and market share in India.
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Assessment Format
 The assignment has particular focus on the application of marketing theory and principles with strategic
marketing management perspective.
45
ASSESSMENT 4: STRATEGIES IN OPERATIONS MANAGEMENT
Answer all questions (100)
Consigned Inventory Management: The Rx for Ailing Medical Profits

By Kristy Mouser, Vice President of Supply Chain Solutions - Healthcare, NAL Worldwide
In matters of life and death, the last thing one should worry about is a supply chain. But when it comes to medical
devices and healthcare services, supply chain headaches can change the abbreviation for Out-Of-Stock to RIP in
a heartbeat.
Like many other manufacturing industries, medical device makers face the need to streamline an increasingly
complex supply chain. Of the approximate 6,000 medical device component and equipment manufacturers
selling goods today, between 50% and 80% of the industry’s $75 billion in revenues come from products
introduced during the last 3 to 5 years. That’s high turnover in a market already facing the tightest regulatory,
liability, and product-tracking requirements in history.
At the other end of the medical supply chain, hospitals and service providers are facing similar economic
pressures. In recent years, rising insurance costs and rising numbers of uninsured have sent hospital margins to
the lowest levels in the past decade, according to the Healthcare Financial Management Association.
In both cases, moving beyond in-house supply chain management to a consignment inventory management
solution (CIMS) can add vital points to a medical organisation’s bottom line.
Medical device manufacturers trying to go ‘lean’ by reducing inventories face the challenges of how to continue
to provide order fulfilment, warehousing, distribution, and customer service while reducing the inventory and
maintaining (or reducing) product lead times. The first step in relieving the medical supply chain headache is
realising that while a supply chain is critical to the manufacturing operation, it may not be a core strength of the
organisation or its people. Companies around the world are outsourcing non-core operations to benefit from
best in class solutions that reduce supply chain costs while improving overall customer service, such as NAL
Worldwide’s Centralised Supply and Logistics Centre (CSLC).
Consider the additional costs of traditional in-house inventory management processes. High sales projections
lead to overstocked inventory, which reduces the efficiency of the manufacturing schedule. Orders are filled on
a per requisition basis rather than a consolidated shipment to a particular customer. Extra shipments mean
additional transportation and labour costs and increase the chances for discrepancies and billing delays. When
is the last time you saw receiving operations at a hospital? The last thing they need is more inbound shipping
activity.
Finally, hospitals -- operating under their own economic constraints – resist carrying high inventory levels, leading
manufacturers to move towards a vendor managed inventory (VMI) system to get their high-value products as
close to the hospital as possible.
Unfortunately, VMI requires monthly audits from field sales when they should be identifying and servicing new
orders rather than reconciling inventory and billing documents.
An alternative to traditional VMI practices is for manufacturers to outsource inventory management to an

independent Centralised Supply and Logistics Centre (CSLC) that is designed specifically to serve the unique
46
needs of the healthcare industry. If this is done, many of the inventories, warehousing, distribution, and billing
problems facing manufacturers go away.
One call to a CLSC delivers all the materials needed for existing orders. A CLSC can consolidate deliveries, while
improving receiving, restocking, and service to the hospital. Space previously used for inventory becomes flexible
space for growth and revenue generation, while visibility across the manufacturing enterprise is greatly improved
through a centralised inventory/warehouse/logistics provider.
At the other end of the medical supply chain, hospitals also financially benefit from a centralised inventory
centre. Supply chain management, inventory, and procurement can account for up to 35% of a hospital’s
operating budget, according to Healthcare Purchasing News. Unofficial VMI can account for up to 50% of total
inventories, creating distribution, billing, and product lifecycle headaches for both manufacturers and hospitals.
Hospital supply chains spend approximately $8 billion each year on inventory management and order
management out of an estimated $11.5 billion in total supply chain costs. In this context, even small percentage
improvements to supply chain efficiencies quickly add up! Recent studies show that – just in the past 2 years –
hospitals that move to a Consigned Inventory Management System can expect to reduce supply costs by up to
3.5% within the first 4 years of operation, which equates to more than 1% of total hospital operating expenses.
Accessed from http://www.medicaldevices.org/public/links/documents/InboundLogistics-HealthcareKnowledgeBase6-
07Final.pdf.
QUESTION 1 (25)
With reference to the article evaluate the major challenges facing inventory management departments in South
African hospitals. Suggest ways in which these challenges should be overcome.
QUESTION 2 (25)
Sales of car covers for Sam’s AutoCare store in Durban over a 12-month period are shown in the table below.
The demand planner prepared a forecast using a combination of exponential smoothing and their collective
judgement for a 4-month period.
Month Unit sales Forecast

July 84
August 96
September 112
October 119
November 92
December 87
January 132
February 89
March 105 112
April 113 125
May 102 109
June 100 117
2.1 Compute the MAD and MAPE for the demand planner’s method. (10)
2.2 Do the demand planner’s results for the MAD and MAPE outperform the results from a naïve forecast? Hint:
You will need to calculate the MAD and MAPE for a naïve forecast. (15)
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QUESTION 3 (25)
Income at the accounting firm Dumisa and Associates for a 6-month period is shown in the table below.
Month January February March April May June

(Income in R thousand) 70 68.5 64.8 71.7 71.3 72.8
Use trend-adjusted exponential smoothing to forecast the firm’s July income. Assume that the initial forecast
average for January is R 65,000 and the initial trend adjustment is 0. The smoothing constants selected are 𝛼 =
0.1 and 𝛽 = 0.2
QUESTION 4 (25)
Using an appropriate diagram, to assess the different relationships in a manufacturing organisation.
Assessment Format
• Word Limit: Your assignment (excluding index, cover page, list of references and appendices) must not exceed
5000 words.
• Your assignment must include a table of contents page
• Text: Arial or Times New Roman, Font Size: 12, Spacing: 1.5 lines. All text must be justified at each margin.
• Your answers must include theories, charts, tables, appendices or exhibits necessary to support your analysis
and recommendations.
• References – At least 12 academic sources of reference must be used. (These include textbooks, journal
Wikipedia and blogs). The MANCOSA study guide must not be used as a source of reference. You must include
Reference list at the end of your assignment. Information quoted/paraphrased from sources listed in your
Reference list must be referenced in-text. The Harvard system of referencing must be used.
• You MUST use theory/ literature to support your discussion/ observation and opinions.
• Ensure that readings are not merely reproduced in the assignment without original critical comments and
views.
• Students should proof read and edit their work prior to submission. Assignments must be free from errors
and of a professional standard.
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8.9 FORMATIVE ASSESSMENT 2 (PROJECT) QUESTIONS – SEMESTER 1

ASSESSMENT 1: MANAGERIAL ECONOMICS
Answer ALL the questions (100)

SECTION A (50)
QUESTION 1 (25)
WATER ECONOMICS IN A CHANGING CLIMATE- CAN INTERNATIONAL TRADE HELP ALLEVIATE WATER
SCARCITY?
As the state of California takes increasingly stringent measures in the face of a multi-year drought, there is
mounting concern that water shortages will hamstring the state's economy. While we are in no danger of running
out of water on a global level, regions from California to Pakistan to northeast Australia are being stretched to
the limit by rising water demand and changing weather patterns.
Water resources are distributed quite unevenly around the world, but global export markets can help alleviate
water imbalances by allowing countries and regions rich with fresh water to focus on the production of water-
intensive goods. A recent article appearing in the American Economic Journal: Applied Economics uses an
economic model of international trade to better understand the role of water in the global economy.
In The Global Economics of Water: Is Water a Source of Comparative Advantage? Author Peter Debaere asks
whether water resources have any bearing on a country’s exports. In the 1990s, hydrologists began to consider
the fact that while water is not actually shipped internationally in bulk, it is effectively traded in the form of
finished goods that require water to produce. When a carton of shirts crosses the Pacific in the hold of a cargo
ship, the thousands of gallons of water that were required to make them do not need to come along. Still, that
water can be thought of as part of a worldwide "virtual water" trade.
In this way, water-scarce countries can enjoy the bounty of water-produced goods, and conserve their smaller
water resources. This is the basic trade theory of comparative advantage at work. But if global trade is highly
dependent on water availability, then changing precipitation patterns have the potential to significantly disrupt
the economies of several countries.
To measure the impact of water resources on the industrial mix in each country, the author develops a measure
of "water intensity" intended to capture the ratio of water costs to total value added in each industry. Data
collected in the United States show that water intensity varies significantly by industry: sugarcane farming and
stone quarrying rank near the top, while the manufacture of medical equipment uses almost no water as a
percentage of value.
If global markets are using water as a source of comparative advantage, then each country’s exports will reflect
local water availability. Water-rich countries like Russia and Brazil will be more likely to concentrate in water-
intensive sectors like agriculture and mining, while water-poor economies in Africa, Europe, and western Asia
will tend to import these goods and focus their exports in other industries.
Debaere feeds this data into a model of national exports, which seeks to explain the export mix in each country
based on the amount of water, capital, land, and skilled labor available. As expected, countries with greater
water resources export more water-intensive goods, but the relationship is much weaker than that for capital or
skilled labor. A standard-deviation increase in water resources per capita is associated with only a 0.05 standard-
deviation increase in exports.
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The evidence suggests that water-scarce countries, at least to some extent, protect their scarce water resources
by exporting less water-intensive goods that would tax their scarce resources even more. (Debaere 2014). These
results should reassure us that changing water availability, while potentially disruptive in some countries, will
not throw global trade into disarray. This is explained in part by the fact that water is generally so cheap that it
only makes up 1-3% of a producer’s added value in most industries outside of agriculture; even a doubling or
tripling of water prices does not significantly alter a producer’s profitability.
However, Debaere cautions that the relationship between water and trade may strengthen in the future. At
present, water prices in water-poor countries are kept artificially low, either because water is freely available in
rivers and lakes, or because governments explicitly or implicitly subsidize water for consumers and businesses.
If water scarcity deepens, governments may start to reconsider these policies and trade may become more
sensitive to local freshwater resources.
Even these lower estimates show the potential for climate change to alter trading patterns. Debaere notes that
the Australian government recently predicted a 10% nationwide decrease in precipitation by 2030. The model
predicts that if Australia’s water resources shrink by 10%, its export trade would drop by about 5% or $15 billion,
creating a small but meaningful dent in the Australian economy, especially its agricultural and resource extraction
sectors. As governments consider changes to water policy in coming years, they will be considering the potential
for these kinds of disruptive effects.
Source: "The Global Economics of Water: Is Water a Source of Comparative Advantage?" appears in the April 2014 issue
of the American Economic Journal: Applied Economics. By Tim Hyde
1.1 Climate change is thought to bring about serious changes to the availability of water in various parts of the
world. The above case study highlights the importance of understanding comparative advantage in the
production of water intensive output for international markets. Discuss the concept of comparative
advantage within the context of the virtual water hypothesis introduced in the case study. (10)
1.2 Some people may argue that countries do not always place much emphasis on comparative advantage when
designing their export mix. To what extent do you agree or disagree with this view? Discuss. (15)
QUESTION 2 (25)
THE RISE IN TRADE PROTECTIONISM
Steadily rising protectionism may well be an additional factor driving the decline in trade activity. From the end
of the Second World War, tariffs followed a downward trend that levelled off in both advanced and emerging
market economies during the first part of the 21st century, before starting on an upward trajectory in recent
months. At the same time, the use of regulatory measures and non-tariff barriers such as export subsidies,
restrictions on licensing or foreign direct investment, and domestic clauses in public procurement, has increased,
leading to an overall surge in trade distortions. According to data from the Global Trade Alert database
encompassing traditional and non-traditional trade measures, the number of new discriminatory actions
announced by G20 economies has risen steadily since 2012 and surged further in 2018. Anti-dumping measures
and import tariffs were the two most widely used instruments, together accounting for around 30% of all of
measures imposed. The use of indirect measures, such as state loans to exporting companies, has also increased
gradually.
The rise in protectionism implies that a progressively larger share of global trade has been affected by trade
distortions. Data from the Global Trade Alert database show that by 2017 more than 50% of exports from G20
countries was subject to harmful trade measures, up from 20% in 2009. Accordingly, trade growth has
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decelerated more sharply in those sectors in which extensive discriminatory measures have been adopted than
in sectors that have benefited from trade liberalisation.
Along with these developments, public support for trade openness has declined, while protectionism has
increased globally. Perceptions of the risks associated with open trade have added to the broader list of concerns
related to globalisation. For example, free trade is sometimes believed to have made countries more vulnerable
to international crises and spillovers from abroad. Given its distributional consequences, free trade is also
considered to be a factor behind the rising inequality both within and across countries.
However, the merits of free trade are also widely recognised. International trade allows countries to specialise
in the production of goods in which they have a comparative advantage, while at the same time enabling
consumers to enjoy a greater variety of consumption goods. Empirical studies have found that trade openness
has led to higher income per capita across countries, spurring productivity growth and helping to reduce poverty
globally.
Nevertheless, the benefits of trade openness and their distribution across social groups vary between countries.
Factors such as the nature of export specialisation, the degree of production diversification and the quality of a
country’s institutions are found to be important pre-conditions for the benefits of trade openness to be fully
realised. Some have also challenged the benefits of free trade by claiming that “unfair practices” have damaged
domestic growth and job creation.
Tariffs announced by the US Administration in 2018

Protectionist threats made by the US Administration in 2017 have been followed by concrete actions over the
past year. The implementation of tariffs on solar panels and washing machines in January 2018 came first,
followed by tariffs of 25% on imports of steel and 10% on imports of aluminium for a wide range of countries in
March 2018. After an initial exemption, in June 2018 the tariffs on steel and aluminium were also applied to
Canada, Mexico and the European Union, which resulted in a raft of retaliatory measures. The European Union
imposed a 25% duty on a range of US products worth USD 3.2 billion, which came into force in the same month.
The US Administration in turn initiated a new investigation of automobile and auto parts imports to determine
their effects on national security, hinting at the possibility of a 20%-25% tariff increase.
2.1 International trade is often seen as the ‘grand leveller of all playing fields’. It has the ability to very quickly
oust inefficient producers from the market. Based on this fact, organisations such as the WTO and GATT
have always openly criticised any form of trade barrier for their perceived inefficiencies. Critically evaluate
this statement in light of the resurgent protectionism led by the Donald Trump government as highlighted
in the case above. (10)
2.2 Assess the potential impact the brewing trade war between China and the USA would have on the
protagonists’ own economies as well as for rising economies such as South Africa. (15)
SECTION B (50)
QUESTION 3 (25)
3.1 Suppose you are in charge of sales at a pharmaceutical company, and your firm has a new drug that causes
bald men to grow hair. Assume that the company wants to earn as much revenue as possible from this drug.
If the elasticity of demand for your company’s product at the current price is 1.4, would you advise the
company to raise the price, lower the price, or to keep the price the same? What if the elasticity were 0.6?
What if it were 1? Explain your answer with relevant diagrams. (15)
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3.2. The average annual income rises from $25,000 to $38,000, and the quantity of bread consumed in a year by
the average person falls from 30 loaves to 22 loaves. What is the income elasticity of bread consumption?
Is bread a normal or an inferior good? (5)
3.3. Given the following:

Bolts P = 80 – Q (Demand)
P = 20 + 2Q (Supply)
Given the above demand and supply equations for Bolts, find the equilibrium price and quantity. (5)
QUESTION 4 (25)
4.1 Nothando has 50 hours per week to devote to work or leisure. She has been working for R8 per hour. Based
on the information in Table 1, calculate her utility-maximizing choice of labor and leisure time. (10)
Leisure Total Utility Work Income Total Utility

Hours from Leisure Hours from Income
0 0 0 0 0
10 200 10 80 500
20 350 20 160 800
30 450 30 240 1,040
40 500 40 320 1,240
50 530 50 400 1,400
Table 1
4.2 In Nothando’s problem, calculate marginal utility for income and for leisure. Now, start off at the choice with
50 hours of leisure and zero income, and a wage of R8 per hour, and explain, in terms of marginal utility how
Nothando could reason her way to the optimal choice, using marginal thinking only. (15)
Assessment Format
52
ASSESSMENT 2: INFORMATION AND KNOWLEDGE MANAGEMENT
Answer ALL questions (100)
Techlyst is an information technology (IT) company that specializes in providing IT consultancy services to
businesses requiring to upgrade/implement various IT systems. You are the head IT analyst at Techlyst. Your key
role is to understand business and technology needs. Provide suggestions for designing, analyzing and
implementing efficient IT systems. Further to your role, you will be responsible for gathering feedback from end
users to continue improving systems. A key stakeholder has requested your services in analyzing and providing
a detailed informative report on the following:
QUESTION 1 (25)
The stakeholder is interested in implementing an expert system (ES) within their business to streamline their
error reporting process. In your capacity as the IT analyst provide a detailed report elaborating on the concept
of an expert system, include in your report an explanation of the components that are vital for the efficient
functioning of an expert system.
QUESTION 2 (25)
A neural network (NN) is a series of algorithms that endeavors to recognize underlying relationships in a set of
data through a process that mimics the way the human brain operates. The stakeholder wishes to upgrade their
current sales forecasting system, by including a neural network for time-series predictions. You were requested
by the stakeholder to conduct a presentation to his/her sales department elaborating on the concept of time
series prediction used in neural networks, types of neural networks and related benefits neural networks will
offer to their company.
QUESTION 3 (25)
The stakeholder had selected the rapid application development (RAD) approach to model the systems
mentioned in question 1 and question 2. You need to create a system development plan detailing the
steps/stages within the RAD development process, benefits of RAD development and your view on why RAD is
better in the current software development market.
QUESTION 4 (25)
The neural network system will be dependent on a Cloud platform/system. Provide a report to the stakeholder
informing him/her on the common data security risks related to Cloud computing.
53
Assessment Guidelines
54
ASSESSMENT 3: STRATEGIC MARKETING MANAGEMENT
Complete the task below. (100)
Having been appointed as Marketing Manager of Volkswagen just after the emissions incident happened, you
are required to advise the board on the most appropriate brand crisis management and provide a revised
marketing strategy going forward, to restore confidence in the brand and prevent any further negative impact
on the brand.
You are required to research this incident and the company in detail.
You may use the following link to commence with your research:
https://www.econstor.eu/bitstream/10419/174928/1/cesifo1_wp6805.pdf
Your report should focus on the following issues:

1. Situation analysis: assess the current situation that Volkswagen is facing
2. The impact the incident had on the brand
3. Volkswagen’s positioning strategy before and after the incident and assess how this situation has affected
the positioning of the brand in the mind of the consumers.
4. Commentary on the Public Relations steps and approach taken.
5. The importance of ethics and its impact on business and advertising with reference to the current situation.
6. Revised Marketing strategy GOING FORWARD.
Format:
1. Title page
2. Table of contents (5)
3. Introduction / Problem statement (5)
4. Situation analysis (15)
5. Impact on the brand (10)
6. Positioning strategy (10)
7. Public Relations Crisis Management (5)
8. Ethics (10)
9. Your comment on how Volkswagen handled the crisis and recommendations to improve consumer
confidence (5)
10. Revised Marketing strategy going forward (25)
11. References and presentation (10)
55
Assessment Format
56
ASSESSMENT 4: STRATEGIES IN OPERATIONS MANAGEMENT
SECTION A (40)
INVENTORY MANAGEMENT AT FLAME ELECTRICAL

Inventory management in some operations is more than just a part of their responsibility; it is their very reason
for being in business. Flame Electrical, South Africa’s largest independent supplier and distributor of lamps, is
such a business. It stocks over 2900 different types of lamp, which are sourced from 14 countries and distributed
to customers throughout the country.
‘In effect our customers are using us to manage their stocks of lighting sources for them,’ says Jeff Schaffer, the
Managing Director of Flame Electrical. ‘They could, if they wanted to, hold their own stock but might not want
to devote the time, space, money or effort to doing so. Using us they get the widest range of products to choose
from, and an accurate, fast and dependable service.’
Central to the company’s ability to provide the service its customers expect is its computerised stock
management system. The system holds information on all of Flame’s customers, the type of lamps they may
order, the quality and brand of lamps they prefer, the price to be charged and the location of each item in the
warehouse. When a customer phones in to order, the computer system immediately accesses all this
information, which is confirmed to the customer. This leaves only the quantity of each lamp required by the
customer to be keyed in. The system then generates an instruction to the warehouse to pick up and dispatch the
order. This instruction includes the shelf location of each item. The system even calculates the location of each
item in the warehouse, which will minimise the movement of stock for warehouse staff.
Orders for the replenishment of stocks in the warehouse are triggered by a re-order point system. The re-order
point is set for each stocked item depending on the likely demand for the product during the order lead time
(forecast from the equivalent period’s orders the previous year), the order lead time for the item (which varies
from 24 hours to four months) and the variability of the lead time (from previous experience). The size of the
replenishment order depends on the lamp being ordered. Flame prefers most orders to be for a whole number
of container loads (the shipping costs for part-container loads being more expensive). However, lower order
quantities of small or expensive lamps may be used. The order quantity for each lamp is based on its demand,
its value and the cost of transportation from the suppliers. However, all this can be overridden in an emergency.
If a customer, such as a hospital, urgently needs a particular lamp which is not in stock, the company will even
use a fast courier to fly the item in from overseas – all for the sake of maintaining its reputation for high service
levels.
‘We have to get the balance right,’ says Jeff Schaffer. ‘Excellent service is the foundation of our success. But we
could not survive if we did not control stocks tightly. After all we are carrying the cost of every lamp in our
warehouse until the customer eventually pays for it. If stock levels were too high we just could not operate
profitably. It is for that reason that we go as far as to pay incentives to the relevant staff based on how well they
keep our working capital and stocks under control.’
Source: Slack et al (2006)
QUESTION 1 (40)
1.1 An inventory is a stock or store of goods. Inventory can take various forms. With reference to the relevant
theory support your justification whether Flame Electrical should hold inventory. (30)
1.2 Appraise the stock management policy of Flame Electrical. (10)
57
SECTION B (60)
QUESTION 2 (20)
The Super Farming Group plants crops in Gauteng Province. The company has found that the harvest is highly
dependent on the annual rainfall. The table below show Super’s revenue and the rainfall in the area for the past 6
years.
Revenue (‘000) y Rainfall (mm) x

200 100
300 300
250 400
200 200
200 100
350 700
2.1 Predict the revenue for the current season given the rainfall during the growing season. (16)
2.2 Compute the revenue, if the rainfall was 600mm. (4)
QUESTION 3 (20)
The Davidson Company specialises in the manufacture and supply of standardised unit-load equipment designed
with the intention of saving space and maximising security and value. Over the 20 years of operations, the market
in which the company operates has changed significantly to a point at which the company must aggressively
strive to maintain market share.
Part of the company’s strategy is the development of accurate forecasts. Your manager is trying to determine
what forecasting method would be most suitable, using the following data.
Month Actual Demand Month Actual Demand

1 52 7 76
2 55 8 77
3 57 9 77
4 67 10 79
5 73 11 80
6 75 12 82
3.1. Calculate the simple three-month moving average forecast for periods 4-12. (10)
3.2. Calculate the weighted three-month moving average using weights of 0.4, 0.3, and 0.3 (largest weight to
most recent data) for periods 4-12. (10)
QUESTION 4 (20)
Formulate possible strategies to mitigate the bullwhip effect, using appropriate literature, diagrams and charts
to support your strategy.
58
Assessment Format
59
8.10 ASSESSMENT SCHEDULE – SEMESTER 2
SEMESTER 2 – ASSIGNMENT SCHEDULE
NO MODULE ASSESSMENT SUBMISSION DATES AND

CONTRIBUTION TO FINAL MARK
FORMATIVE ASSESSMENT 1 FORMATIVE ASSESSMENT 2

CONTRIBUTION CONTRIBUTION
(20%) (20%)
5 Human Resource Development 28 August 2021 16 September 2021
6 Financial Management 2 September 2021 23 September 2021
7 Research and Quantitative Methods 8 September 2021 28 September 2021
8 Corporate Strategy 10 September 2021 30 September 2021
SEMESTER 2 – ONLINE SUMMATIVE ASSESSMENT SCHEDULE
NO MODULE ONLINE SUMMATIVE ASSESSMENT DATES AND

CONTRIBUTION (60%) TO FINAL MARK
DATE TIME
FINAL 12 November 2021 09h00 – 14h00

5 Human Resource Development
RE-WRITE 11 January 2022 09h00 – 14h00

6 Financial Management

7 Research and Quantitative Methods

8 Corporate Strategy
60
8.11 FORMATIVE ASSESSMENT 1 (CASE STUDY/SCENARIO) QUESTIONS – SEMESTER 2

ASSESSMENT 5: HUMAN RESOURCE DEVELOPMENT
ANSWER ALL QUESTIONS (100)
Act now to support the robotics ecosystem

04/01/20 Owen Nicholson, CEO, SLAMcore
For many in the robotics community the current coronavirus pandemic is the best of times and the worst of
times. Our industry is seeing huge interest as people around the world come to appreciate the power and
potential of robotic solutions in overcoming current and emerging challenges. But, at the same time, the
economic slow-down, the impact of the virus and the demands of social distancing are putting huge stress on
many of the innovative businesses that are driving the industry.
The last couple of years has seen an explosion in companies, primarily small, disruptive start-ups, coming
together to create a vibrant network of rapidly developing supply chains and collaborations. This shift from the
monolithic silos that characterised robotics only a few years ago promises to deliver better, more cost-effective
robots faster for use in a plethora of scenarios. The ability of these emerging leaders to innovate and create
solutions quickly can be seen in the many responses to the current crisis.
The future for robotics looks strong but in the short-term robotics start-ups are in a really difficult position. By
definition robots are physical. This is what makes them such a powerful technology as they have the ability to
literally have a direct impact on the real world. But it also means that the nature of our business does not lend
itself well to working from home. Development requires real-world testing and it is difficult for teams to do this
whilst maintaining social distance. Worse, for many, revenue is intrinsically linked to these physical proofs of
capability.
We are fortunate at SLAMcore in that we have a strong financial foundation with plenty of runway and, as a
software firm, we are better able to work remotely than many. But, as part of a broad ecosystem, I can see the
challenges that others are facing and understand the fragility of the entire industry even as we stand on the cusp
of huge growth and value. The only thing we can say with any certainty at the moment is that this will pass. When
it does, I expect a surge in interest from companies looking to use robots; investors looking to deploy capital in
this space; and, a general acceptance from the public that robots are a force for good. But our industry is a
delicate ecosystem at a crucial and fragile point as it matures from silos to supply chains. We need as many of us
to make it through to the other side as possible and not just become a graveyard for big tech companies to come
in and pick the bones.
I can see four practical steps that those who would look to benefit from the industry's strength and growth should
take now to help nurture it through the current storm. Invest in proofs of concept now. Many multinationals
have been considering the role of robotics in helping to transform their business. Now is the time to sign off on
proof of concept trials and prepare for the new normal once the current crisis fades. Pay upfront and start work
immediately on the elements that can be done remotely so that physical trials can be ready for when restrictions
are lifted.
Collaborate to build your stack. Don't try and do everything yourself. Robotics start-ups that did secure significant
investment in the good times can support the ecosystem whilst improving quality, capability and time to market
for their products. Identify those parts of the stack that are not core and where outside expertise could add
value. Create meaningful projects that help them to help you.
61
Co-create the hardware platforms of the future. Established hardware companies can ensure they are part of
the coming robotics boom by supporting the start-ups with the essential knowledge and skills to deliver it. Invest
in their future by paying these innovators to develop on your platforms. I assure you, the companies you support
will not forget. Keep the taps on. We are fortunate, as a company and as an industry, that VC firms have spotted
the opportunity and the promise of robotics. Investments have been made, but they need to be followed up.
Don't close your door to robotics deals but continue to invest in those companies rapidly creating the solutions
that will help solve this crisis, and the next. I'm proud that SLAMcore is part of this great industry at this pivotal
time. We all believe that robots are a significant force for good, and that now more than ever, people are
recognising the huge value we can add as an industry. We are very well positioned to weather this storm, and to
deliver this promising future, but our success is reliant on a vibrant and competitive robotics ecosystem. Let's all
do everything we can to make sure that our industry thrives.
Source: https://www.roboticstomorrow.com/news/2020/04/01/act-now-to-support-the-robotics-ecosystem/15116/
QUESTION 1 (25)
In the age of 4IR and robotics, critique whether strategic HRD can exist in its current form. In your response,
critically discuss the activities and characters of SHRD, and evaluate whether there is a space for it in 4IR.
QUESTION 2 (25)
Examine what learnings organizations are and the changes it would have to undergo to accommodate robotics.
QUESTION 3 (25)
With the current global business changes, especially around 4IR, examine the importance of risk management.
QUESTION 4 (25)
With the advent of 4IR, comes an increased reliance on technology. Discuss the impact of HRIS and E-learning
for human resource practices in organisations.
Assessment Format
62
ASSESSMENT 6: FINANCIAL MANAGEMENT
QUESTION 1 (25)
Milo Limited, South Africa, is a specialist manufacturer of security doors and gates. In seeking to expand its
operations, it could acquire a Dutch subsidiary company, Nabby Guard, or set up a new division in its home
market. The relevant figures for these two options are:
Set up new division at home Rand

 Cost of setting up premises 25 000 000
 Cost of machinery 14 000 000
 Annual sales 41 500 000
 Annual variable cost 13 000 000
 Head office expenses 5 000 000
o The Head office expense includes existing head office
expense of R1 000 000
 Depreciation: machinery 10% on cost annually 3 900 000
Acquisition Euro
 Acquire shares from existing shareholders 13 000 000
 Redundancy costs 7 000 000
 Annual Sales 27 000 000
 Annual variable costs 15 000 000
 Annual fixed costs 5 000 000
 Consultants fees 6 300 500
Additional information:
- The project is expected to last for 10 years.
- Milo Limited, current cost of capital is 13%.
- The Dutch inflation is expected to be below the South African inflation by 2% per year, throughout the life of
this investment.
- The current exchange spot rate is R20 to the Euro (€).
Required:
1.1 Make all necessary calculations for the two options. (22)
1.2 Advise Milo Limited on the viability of these two opportunities. (3)
QUESTION 2 (25)
2.1 Explain the important role played by financial institutions and financial markets within the economy. (5)
2.2 The board of directors has approached you as the financial manager to come up with a remedial approach
to the company`s financial woes. They have tasked you with writing a report addressed to the Board of
Directors that will inform them on the following:
 Identify and discuss three best different forms of short- term financing for business, including their
respective merits and characteristics.
 Identify and discuss two best different forms of long -term financing, including their respective merits
and characteristics applicable for the above situation. (20)
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QUESTION 3 (25)
Marry's Steam Laundry needs to install a new automated plant in order to overall its plant modernisation and
cost reduction programme. The plant can be leased or purchased. The company's pre-tax cost of capital is 10%
and the income tax rate is 30%.
Lease:
The plant could be leased for R32 600 upon delivery and installation, plus four additional payments of R32 600
to be made at the end of years 1 to 4. The lessor is responsible for all servicing and maintenance cost amounting
to R6 000 per annum. The plant has an expected life of six years. However, Marry plans to build an entirely new
plant in four years and has no interest in either leasing or owning the proposed plant for more than the stated
period.
Owning:
The plant has an invoice price of R100 000, including delivery and installation charges of R20 000. A cash payment
is made in full upon installation. Service fees of R9 000 will be paid at the end of each of the 4 years. Depreciation
is calculated at 25% per annum, using the reducing balance method. Marry intends to sell the plant at the end
of year 4, at its book value.
Required:
3.1 Calculate the after-tax cash outflows and the net present value of the cash outflows under each alternative.
(22)
3.2 Which alternative would you recommend? Why? (3)
QUESTION 4 (25)
The directors of Westwood Limited have appointed you as their financial consultant. They are considering new
investment projects and need you to calculate the cost of capital for the company.
The present capital structure is as follows:-
 3 450 000 ordinary shares with a par value of 75 cents per share. These shares are currently trading at R4.50
per share and the latest dividend paid is 30 cents. An average dividend growth of 13% is maintained.
 500 000 14% R3.00 preference shares, with a market value of R5.00 per share.
 R5 000 000 non-distributable reserves
 R5 200 000 8% debentures due in 6 years’ time and the current yield-to-maturity is 6%, and
 R750 000 13% bank loan.
Additional information:
 The company has a beta of 1.7, a risk-free rate of 5% and enjoys a premium of 8%.
 The company's tax rate is 30%.
64
Required:
4.1 Calculate the weighted average cost of capital, using the Gordon Growth Model to calculate the cost of
equity. (20)
4.2 Calculate the adjusted weighted average cost of capital, using the Capital Asset Pricing Model as the cost of
equity. (5)
Assessment Format
65
ASSESSMENT 7: RESEARCH AND QUANTITATIVE METHODS
Reflect on the following article and on the basis of the “requirements for the proposed study”, answer ALL the
questions that follow:
How can SA firms get ready for the new African adventure?
The slowdown in traditional export markets strengthens the case for a new focus on the continental trade bloc
23 JULY 2020 - 15:46
CAROLINE RHEEDER
Picture: 123RF/DMITRIJS KAMINSKIS
It is difficult to see any area of economic activity, apart from the sale of protective equipment and black-market
cigarettes, that has flourished in recent months.
Certainly, the pandemic has halted progress towards implementing the African Continental Free Trade Area
(AfCFTA), which should have been coming into force about now.
However, trade, industry & competition director-general Lionel October recently told a parliamentary committee
that discussions are still under way, and the hope is that the AfCFTA will become operational at the beginning of
2021.
It has been clear for some years that the department’s major trade policy has been expanding our relations with
the rest of Africa. This involves not just boosting the flow of goods from one neighbour to another, which is a
major challenge in itself when we look at the queues at border posts, made worse recently by Covid rules and
work stoppages. It also involves far closer cross-border co-operation in areas such as manufacturing.
66
We see this already in the automotive sector, where pan-African plans are already taking shape through which
vehicles in kit form are being shipped from the hub in SA to other countries, where the assembly is happening.
So we are creating regional value chains.
It can be risky taking the EU as a model, but Europe’s market-opening strategy is familiar when we examine the
future architecture of the AfCFTA. As well as competing, through selling goods from one African neighbour to
another, we are also developing a model of co-operation.
Again using the automotive industry as an example, different components can be produced in different countries
without the need for every country to churn out completed vehicles. However, a new mindset is required. We
keep the SA market, but we expand it into an African market.
As tariffs fall and cross-border transport eases, our manufacturers and service providers will be given freer access
to a growing market. But only if we as business recognise the new opportunities and act faster.
Some of our companies are already operating in Africa and see the growth potential; others are aware of what
is out there but are not quite sure how to proceed. But there is also a significant number who are just not up to
speed.
So what should an SA firm be doing to prepare for new African adventures as markets open up? Our key advice
is that they should complete a readiness assessment, looking at what the opportunities are in those markets and
how to overcome the obstacles that will remain.
Too often I find some firms are operating in a knowledge and information vacuum. They are unable, or unwilling,
to see what their opportunities should be. What are the practical steps they must take to assess the new
markets? What must they do, and how do they go about it?
Any investigation should look at target markets in terms of corporate governance, supply-chain logistics, customs
tariffs and product development. This can be a complex exercise, but the rewards will flow if you get it right. You
will come unstuck if you get it wrong or just don’t bother to do your research before proceeding.
There is no magic formula, and it will be different for each product. Some will be complex, some quite simple.
You need to look at supplier development, at bringing products in from the rest of Africa as well as exporting to
the rest of Africa.
As with any focus on cross-border trade, attention needs to be paid to rules of origin, transfer pricing rules, what
the rates of customs duty will be, and how much cheaper it will be to sell in export markets and to source inputs
from the rest of the continent.
With some exceptions linked to existing trade agreements, the AfCFTA should usher in lower rates of duty on
trade within Africa than we will encounter when dealing with the rest of the world. So, a business planning an
African adventure needs to work out how much lower the duties will become over time, on what products, and
so on. Rules of origin are daunting, but vital when placing a product on the export market.
At what point is a product an African product, what is its composition, and where were its components
made? These are sensitive matters, especially for auto and clothing & textiles. But they matter. Get it right and
the tariffs begin to dissolve; get it wrong and you face tariff walls that could thwart your export drive. A readiness
assessment needs to put flesh on the bone.
67
Even before Covid-19 descended on us, forces of tariff protection were on the rise — the disputes between the
US and China being the most graphic example. The virus will accelerate the contraction of economies, and the
economic slowdown in all of our traditional export markets strengthens the case for a new focus on Africa.
Sitting on your hands and fretting will get you nowhere. It is now impossible to travel around the continent
because of Covid travel restrictions, but there is much that can still be done to prepare for the implementation
of the AfCFTA.
When the tariff walls come down, corporate SA must be prepared, poised and ready to advance. It may just save
your business.
Source: https://www.businesslive.co.za/bd/opinion/2020-07-23-how-can-sa-firms-get-ready-for-the-new-african-
adventure/
Requirements for the proposed study:

As a business researcher with a keen interest in Africa’s economic growth, you have been tasked by your
employer, The African Business Research Institute (TABRI), to formulate a proposal for a study aimed at
investigating JSE-listed businesses’ strategies to leverage the African Continental Free Trade Area (AFCFTA)
agreement for trade expansion across the African continent.
With a positivist stance in mind, you have formulated the following research objectives as part of your proposal:
 To determine the perceptions of JSE-listed businesses towards AFCFTA;

 To assess the current state of readiness of JSE-listed businesses to exploit the growth opportunities afforded
by AFCFTA;
 To assess the financial impact of the AFCFTA-growth opportunities for JSE-listed businesses; and
 To make practical recommendations to JSE-listed businesses on how to maximise the benefits of AFCFTA.
QUESTION 1 (25)
Please outline how you would go about conducting the proposed study with reference to the following:
1.1 Provide a suitable title for the proposed study described above. (5)
1.2 State the aim and significance of the proposed study. (6)
1.3 Formulate FOUR (4) research questions that would constitute the focus of the proposed study. (4)
1.4 Provide a detailed discussion of the ontological and epistemological elements of the research philosophy
that would underpin your study. (10)
QUESTION 2 (25)
2.1 Critically discuss the concept of research design and motivate the choice of an appropriate research design
for your study. (10)
2.2 Consistent with the research design selected in 2.1 above, discuss a suitable sampling strategy that you
would use for the proposed study. (10)
2.3 Highlight ANY FIVE (5) characteristics of a good questionnaire. (5)
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QUESTION 3 (25)
With the proposal approved by the research committee at TABRI, you have collected data from 120 managers of
JSE-listed companies with the aim of determining the relationship between the expected AFCFTA-growth
opportunities and financial impact. You measured both the expected AFCFTA-growth opportunities and the
projected financial impact using a scale 1 to 10 (1 being the lowest score and 10 the highest possible score).
Table 3.1, below, is an excerpt of the data related to research question 3:
Table 3.1: Excerpt of data collected from 120 managers of JSE-listed companies
Respondent # Expected AFCFTA-growth Projected financial
opportunities impact
1 3 4
2 7 6
3 8 7
4 8 7
5 6 5
6 7 6
7 8 8
8 8 8
9 2 3
.. .. ..
120 1 2
To determine the relationship between the expected AFCFTA-growth opportunities and financial impact, you
used IBM SPSS Statistics 24 to perform the data analysis and the following output was obtained:
Table 3.1: Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
AFCFTA_Growth_Opportunities .207 120 .165 .615 120 .365
Financial_Impact .271 120 .195 .501 120 .495
a. Lilliefors Significance Correction
Figure 3.2: Descriptive Statistics
Mean Std. Deviation N

AFCFTA_Growth_Opportunities 7.4720 1.82012 120
Financial_Impact 6.2640 1.98445 120
Figure 3.3: Correlations
AfCFTA_Growth_Opportunities Financial_Impact
Pearson Correlation AFCFTA_Growth_Opportunities 1.000 .793
Financial_Impact .793 1.000
Sig. (1-tailed) AFCFTA_Growth_Opportunities . .000
Financial_Impact .000 .
N AFCFTA_Growth_Opportunities 120 120
Financial_Impact 120 120
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Required:
3.1 Identify the implied independent variable (IV) and dependent variable (DV) in the study. (4)
3.2 Identify and substantiate the levels of measurement associated with the independent and dependent
variables in question stated in 3.1. (4)
3.3 On the basis of the output, identify and justify the main inferential statistical test that was run to examine
the relationship between the expected ‘AFCFTA-growth opportunities’ and ‘Financial impact”. (4)
3.4 Provide a comprehensive interpretation of the output with respect to the significance, strength, and
direction of the correlation between ‘AFCFTA-growth opportunities’ and ‘Financial impact’. Your
interpretation should include the standard reporting format. (8)
3.5 Provide a practical recommendation emanating from the primary findings to the managers who took part
in the study. (3)
3.6 Highlight TWO (2) weaknesses or limitations of the study. (2)
QUESTION 4 (25)
“Reliability and validity are tools of an essentially positivist epistemology” (Winter, 2000: 7).
In light of the above, discuss the measures of validity and reliability by specifying the terms and ways of
establishing and assessing the quality of quantitative research. It is important that the different dimensions of
validity and reliability are addressed as part of your discussion.
Assessment Format
 Your assignment (excluding table of contents, cover page, diagrams, and appendices) must not exceed 4500
words/characters.
 Your assignment must include a Table of Contents page as well as an assignment cover page.
 Text font: Arial or Times New Roman (size 12), line spacing: 1½ lines.
 Page Margins and page numbering: It is important to number your pages correctly. The initial pages should
be numbered in roman numerals. Page 1 begins at the introduction.
 The standardization for page margins is 1.5 from the left and right of the page.
 Line spacing: The required line spacing for the proposal is 1.5
 Font style: Use either Arial or Times New Roman, Font size 12
 Headings: Headings should be numbered in the following manner:
o Main headings should be in caps and bold.
o There are no periods after the last number used.
o Headings such as TABLE OF CONTENTS, ABSTRACT or ABBREVIATIONS are not numbered.
 You are required to provide a Bibliography (i.e., List of references) One single alphabetical list of all references
cited in the text, containing in all cases full bibliographic details: author; date; title; publication; volume and
issue of journal, where applicable; pages of journal article, where applicable; publisher; city; as well as full
details of internet report author; title; URL of internet site and date on which internet site was accessed. We
prescribe the use of the Harvard referencing system.
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ASSESSMENT 8: CORPORATE STRATEGY

Read the case study below and answer ALL the questions that follow. (100)
Daimler Pushes Its Sustainable Business Strategy Forward
Daimler AG is maintaining its course in the midst of challenging economic conditions and continuing to invest in
the key technologies of the future to successfully shape the transformation. “Despite all the challenges presented
by the corona pandemic, we must not neglect the key tasks of the transformation. Electrification and digitization
in all their forms are the main technological tasks and continue to require high funding. Not least, COVID-19 has
once again made it clear that we must be more careful with our environment if we want to avoid causing
enormous damage to ourselves in the long term. Daimler’s goal continues to be emission-free mobility,”
says Manfred Bischoff, Chairman of the Supervisory Board of Daimler AG, at the company’s virtual Annual
Shareholders’ Meeting on Wednesday.
The agenda of the Annual Meeting includes advance resolutions on capital measures and amendments to the
Articles of Incorporation. Among other things, the changes are intended to make virtual meetings and electronic
participation possible again in the future. The agenda also features proposed changes in the Supervisory Board’s
composition. Dr. Paul Achleitner’s term of office as a member of the Supervisory Board representing the
shareholders expires at the end of the Annual Meeting. The Supervisory Board proposes Timotheus Höttges,
Chairman of the Board of Management of Deutsche Telekom AG, Bonn, for election to the Supervisory Board.
“Daimler’s future will be sustainably fascinating, sustainably climate-neutral and last but not least, sustainably
profitable. In view of an ever-faster changing world, we must change at a faster pace. We need a lane change
towards decarbonization. That’s the direction we’re headed in and we’re following insistently,” says Ola
Källenius, Chairman of the Board of Management of Daimler AG and Mercedes-Benz AG, in his speech to
shareholders.
The next generation of the S-Class, which will be presented in autumn, represents the future of Mercedes-Benz.
It combines the two strategic focuses of electrification and digitization. 48-volt technology is standard with all
engines, and the plug-in hybrid version sets new standards in this segment in terms of electric range. The market
launch of the S-Class will be followed in 2021 by the EQS, the first fully electric luxury sedan from Mercedes-Benz
based on an all-electric architecture. At the same time, Mercedes-Benz is taking the next major step in terms of
digitization, safety and automated driving functions with an updated version of the MBUX navigation and
infotainment system.
“The S-Class is the world’s best-selling luxury sedan, and with the latest generation, we want to offer our
customers innovation, safety, comfort and quality like never before. We are above all a luxury brand and there
is great potential for further growth, especially at the upper end of the segments in which we are operating. So
we will systematically strengthen our brand portfolio and make it more attractive to a broader target group. We
are focused on building the most desirable cars in the world. That is our promise and the best path towards more
profitable growth,” says Källenius.
Current situation
After the global economy had started the year with positive indicators, the COVID-19 pandemic and the
countermeasures taken brought economic activities worldwide to a temporary standstill. Daimler proactively
countered the drop in demand caused by the pandemic by suspending production in March, April and May, and
by introducing short-time work. At the same time, expenditure was reduced and investments were consequently
focused on future-oriented projects. This safeguarded the company’s financial strength. At the end of the first
quarter, the net liquidity of the industrial business was at a robust level of €9.3 billion. In addition, Daimler
significantly increased its financial flexibility at the beginning of April with an additional syndicated credit facility
of €12 billion. “The measures we took were aimed at dealing with the situation in the short term but were also
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designed to support our long-term course,” says Källenius. The Board of Management and the Supervisory Board
will propose to the shareholders at the Annual Meeting a dividend of €0.90 per share for the past financial year
(2018: €3.25). “The dividend proposal takes into account the careful and prudent balancing of the interests of all
stakeholders to which the company is responsible as well as the current business situation, in particular liquidity
and the business outlook,” says Bischoff. The proposed total dividend payout amounts to €1.0 billion (2018: €3.5
billion).
Earnings declined in the past financial year, mainly due to substantial extraordinary expenses, while unit sales
remained at the prior-year level. Daimler sold a total of 3.34 million cars and commercial vehicles (2018: 3.35
million). Revenue increased by 3% to €172.7 billion (2018: 167.4), and the Daimler Group achieved EBIT of €4.3
billion (2018: €11.1 billion). Adjusted EBIT reflects the ongoing business and amounted to €10.3 billion. Net profit
decreased to €2.7 billion (2018: €7.6 billion). Net profit attributable to the shareholders of Daimler AG amounted
to €2.4 billion (2018: €7.2 billion).
Outlook
As a result of the COVID-19 pandemic, global vehicle markets have suffered a massive slump in recent months.
In the first half of the year, unit sales of the Mercedes-Benz brand fell by nearly 19% to the number of about
870,000 cars. “Mercedes-Benz has already made up some ground in the second quarter. In China, for example,
Mercedes-Benz achieved its best second quarter ever in terms of unit sales. We are cautiously optimistic that
other markets will follow this development step by step. As soon as demand picks up again, we can increase
production quickly and efficiently,” Källenius says.
Truck sales fell by 38% to around 150.000 vehicles in the first six months of 2020 as a result of the pandemic and
the already weaker market environment, especially in Europe and North America. Order intake shows positive
signs in recent weeks in almost all key markets. At Daimler Mobility, contract volume on June 30 was 2% lower
at about €155 billion – compared to June 2019 and based on preliminary figures. Also in China, things are already
looking up again. The negative effects of the first quarter were offset in the second quarter.
Against the backdrop of the worldwide effects of the COVID-19 pandemic, Daimler expects negative adjusted
Group EBIT and a negative free cash flow in the industrial business in the second quarter. Also, as forecasted in
the first quarter revenue, will decrease significantly although the development of revenue in recent weeks,
particularly in the passenger car business, gives cause for cautious optimism. The early adjustment of production
and the measures introduced to limit costs and expenses had a positive effect on cash flow and liquidity.
“The necessary investments in the future can no longer be generated through increased revenue and ‘normal’
efficiency gains. The Board of Management has therefore adopted a program to improve the cost structure. Cost
discipline covers all areas of the company and is an essential prerequisite for a financially successful future,” says
Bischoff. In order to streamline processes and structures and to improve financial strength, Daimler launched a
comprehensive initiative across all divisions and the Group at the end of 2019. The respective measures are being
implemented at full speed and their positive effects are already being felt. “Our previous efficiency goals covered
the upcoming transformation, but not a global recession. That is why we are further refining our course,” says
Källenius.
“What makes me confident: There are plenty of reasons why Daimler can emerge from the current situation
stronger than before. That is why we now have to set the right priorities quickly. Daimler’s business model
combined with the innovative spirit, expertise and the commitment of its employees has all the prerequisites to
take mobility to the next level. The Supervisory Board is fully aware of the complex tasks facing the Board of
Management and supports all appropriate measures to shape the future successfully,” says Bischoff.
Source:https://www.automotiveworld.com/news-releases/daimler-pushes-its-sustainable-business-strategy-forward/
[Accessed July 2020]
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QUESTION 1 (40)
“Daimler AG is maintaining its course in the midst of challenging economic conditions and continuing to invest
in the key technologies of the future to successfully shape the transformation.”
Consider this statement and the information presented in the article. Discuss the importance of environmental
analysis to organisations such as Daimler. Perform a detailed analysis of the macro-environmental forces that
have an impact on the business of Daimler.
QUESTION 2 (15)
Consider the current situation that Daimler is operating in. Discuss the key success factors required in the
industry.
QUESTION 3 (20)
“Daimler’s future will be sustainably fascinating, sustainably climate-neutral and last but not least, sustainably
profitable. In view of an ever-faster changing world, we must change at a faster pace. We need a lane change
towards decarbonization. That’s the direction we’re headed in and we’re following insistently,” says Ola
Källenius, Chairman of the Board of Management of Daimler AG and Mercedes-Benz AG, in his speech to
shareholders.
Consider the extract above from the article. Discuss the impact of this statement on the corporate citizenship of
Daimler.
QUESTION 4 (25)
Keeping the article in mind, discuss the generic strategy pursued by Daimler.
Assessment Format
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8.12 FORMATIVE ASSESSMENT 2 (PROJECT) QUESTIONS – SEMESTER 2

ASSESSMENT 5: HUMAN RESOURCE DEVELOPMENT
Please read the instructions carefully before attempting the Project: (100)
An article and subsequent questions require a detailed and practical submission. You are expected to conduct
extensive research and apply the concepts to practical examples and circumstances. A balance of theory and
practical application is required.
What is Organizational Learning (And Why is it Important?)

Nicole Roder on Mar 19, 2019
The sophisticated ideas and processes that you need to inject some life into your business can be summed up in two
words: organizational learning. But what is organizational learning, and why does your business need to do it?
Organizational learning is a buzzword used to describe the process of transferring knowledge within an organization.
As your business gains experience, it should improve over time. You, your team, and your organization should be
creating a broad base of knowledge during this time, covering any and all topics that could improve the way you do
business. For example, you should learn more about your ideal customer, or create more efficient processes for
running your business.
In general, the experts talk about four different types of knowledge that exist and grow within an organization. They
divide them up into “communities” of learning.
 Individual
 Group
 Organizational
 Inter-organizational
Individual Learning
Obviously, this is the smallest learning community– a community of just one. When an individual worker learns new
skills or ideas, productivity and performance generally improve. In order to maximize the benefit of this individual
learning to the organization, the worker who learns the new skill must share it with co-workers. Otherwise, that skill
leaves with the worker. If the employee moves on to another job, the knowledge moves on with them, and the
organization is stuck in place.
Group Learning
Groups, or teams of employees, can also learn new skills together. When people spend the majority of their time
working on a team with specific co-workers, those teams tend to coordinate in such a way that they learn as a group.
The group members develop something that psychologists call “social psychological awareness.” This means that
each person perceives themselves as a part of the group, and one group member’s actions affect the group as a
whole.
A good example is a team of surgeons. You’ve probably seen hospital dramas where a team of doctors work on a
patient together. Everyone contributes ideas and solutions, they work on the surgery together, and they either save
or lose the patient as a team. If one of the doctors has experience with a particular medical problem, then they bring
it into the surgery so the team now has that experience, not just that one doctor.
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Organizational Learning
Wait, isn’t this entire article about organizational learning? Well, yes. Technically, all four of these communities of
learning contribute to the organization as a whole. But this one type gets its own special designation.
So what are we talking about here? Well, organizational learning is the organization’s process of gaining knowledge
related to its function and using that knowledge to adapt to a changing environment and increase efficiency.
THE ORGANIZATION AS A WHOLE NEEDS TO LEARN AND ADAPT FOR LONG TERM SUCCESS.
A great example of a company that employs organizational learning is Toyota. According to The Toyota Way by
Jeffrey Liker (2004), this company looks at every problem as an opportunity to identify root causes and develop
countermeasures. They use a method called “the five whys.” It goes like this:
 There is a puddle of oil on the floor —-> Clean up the puddle.
 WHY is there a puddle of oil on the floor? Because the machine is leaking oil. ——> Fix the machine.
 WHY is the machine leaking oil? Because the gasket has deteriorated. ——> Replace the gasket.
 WHY has the gasket deteriorated? Because we bought inferior gaskets. —–> Order different gaskets next time.
 WHY did we buy those gaskets? Because we got a good price on them. —–> Change the purchasing guidelines.
 WHY did we choose gaskets based on price rather than quality? Because we evaluate purchasing agents based
on short-term cost savings. —-> Change our evaluation criteria.
Do you see how the organization as a whole has learned from this experience? Individual managers might have been
the people to ask those “WHYs,” but they transferred the knowledge to their organization by changing policies and
procedures based on what they learned.
Inter-organizational Learning
This is the broadest type of organizational learning, and it’s most common in franchises or large businesses with
multiple locations. For example, a franchise might learn how to operate their store by studying the franchise business
model.
Why Is Organizational Learning Important to Your Company?

So what’s so important about organizational learning anyway? Companies already do training and professional
development. Isn’t that enough?
Sorry, boss, but no. If it’s not already clear from what we’ve discussed thus far, organizational learning is necessary
if you want your business to compete in a changing environment.
THIS BUSINESS ENVIRONMENT IS CHANGING FASTER THAN EVER. THE TWENTY-FIRST CENTURY BROUGHT WITH IT
EXCITING NEW TECHNOLOGY, CHANGING THE WAY PEOPLE OPERATE.
At no time in history has the business environment changed faster than it’s changing right now. The twenty-first
century brought with it exciting new technology, changing the way people operate. We rarely shop, drive, cook,
learn, or communicate without some sort of digital assist anymore. If you want your business to stay appealing to
your customers, you have to adapt to their new ways of doing things.
And not only have these new technologies changed the ways in which people do business, but the technologies
themselves are constantly changing. So are the norms surrounding the use of those technologies.
Look at social media, for example. There was once a time when a business didn’t need an online presence at all. Then
for a while, a simple website and email address were enough to be cutting edge. Then you needed social media
accounts on Facebook and Twitter.
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Next, it was important to share updates with your followers’ multiple times a day. Eventually, it wasn’t enough to
tweet updates about your business, you had to ask engaging, personal questions of your followers and share your
own stories as well.
A few years ago, experts warned against discussing politics or any polarizing issues online. Today, big companies get
attention by taking a stand on issues or even making fun of politicians.
The bottom line is your organization needs to continually learn in order to adapt to a changing environment. It’s not
enough for individuals within your organization to learn new skills. The organization as a whole need to learn and
adapt for long term success.
How Can Managers Promote Organizational Learning?

There are a number of steps managers can take to promote organizational learning.
Create knowledge
The first step toward learning is creating, or taking in, knowledge and information. Managers should constantly seek
to uncover new knowledge about their business, customers, and environment. They can do this by conducting
surveys, performing market analyses, networking with colleagues in their industry, and studying competitors.
Retain the knowledge

Once managers have created, or obtained the knowledge, they need a system for retaining it within the organization.
It should be recorded or stored in a place where it will be accessible to other employees in the future. Many
companies achieve this goal by using an intranet. (The organizational learning gurus would call these “knowledge
management systems.”)
Transfer the knowledge

Finally, the knowledge must be transferred out of the individual community and into the organizational community
as a whole. Some methods for transferring knowledge are simple, like conducting training or writing articles to share
online. But it’s important to also use the information to inform your business processes.
Remember our Toyota example above? The managers who solved the problem of the leaky oil gasket didn’t just find
out why the gasket was leaking. They used that information to change the way that they purchase gaskets in the
future. By using knowledge to inform decision-making and change processes, managers can transfer their individual
knowledge to the organization as a whole.
Think of organizational learning as the comprehensive knowledge structure of the organization. Individual managers
or groups of employees learn something new. They share that knowledge with the organization, which then uses it
to change its practices. This is how organizations adapt to a changing environment. And it’s how businesses thrive in
the long term.
Source: https://www.zenefits.com/workest/what-is-organizational-learning/

Select an organisation with which you are familiar and making reference to your selected organisation answer
the questions that follow.
QUESTION 1 (30)
In an evolving global market, critically evaluate why the organisation needs to centre and align their approach to
a learning culture.
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QUESTION 2 (40)
Examine the change process the organization would have to undergo to become a learning organization. Review
three theoretical frameworks before choosing the best possible solution. Provide reasons to why your option
would be most suitable to the organisation.
QUESTION 3 (30)
Evaluate the importance of having sound strategic human resource development practices as a key factor to this
organisation becoming a learning organization.
Assessment Format
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ASSESSMENT 6: FINANCIAL MANAGEMENT
QUESTION 1 (25)
Mia Carriers has determined that a new specialised delivery truck needs to be purchased. The truck will generate
a positive net present value NPV of R480 000, calculated using the company’s WACC of 20%. The truck can be
leased from the manufacturer. The lease agreement requires 5 annual payments of R800 000, with the first
payment due on the delivery of the vehicle. The truck can also be purchased at a cost of R4 million, inclusive of
a 4-year maintenance contract with the manufacturer. The R4 million will be paid upon delivery as the company
has enough reserves to cover the cost of truck in cash. The truck can be depreciated at 25% per annum using the
reducing balance method and will be sold at book value at the end of 4 years. Assume a current corporate tax
rate of 30% and a pre- tax cost of debt of 20%.
Required:
1.1 Determine the after-tax cash flows and the net present value of the cash outflows under each alternative.
(23)
1.2 Briefly indicate which alternative should be recommended. (2)
QUESTION 2 (25)
SHARE PERCENTAGE OF BETA EXPECTED RETURN (%)

PORTFOLIO
ABSA 40 1.00 12
FNB 25 0.75 11
CAPITEC 35 1.30 15
Required:
2.1 Determine the expected return of the entire portfolio that are listed above (5)
2.2 Determine the beta of the entire portfolio listed above (5)
2.3 Given the information provided above, you are required to determine whether the three banks are
overpriced, fairly or overpaid based on the information provided. Assume the risk- free rate is 8% and that the
expected return on the market portfolio is 12%. (15)
QUESTION 3 (25)
Ayoba Limited uses a combination of shares and debt in their capital structure. There are 4 million R1 ordinary
shares in issue and the current market price is R4.20 per share. The latest dividend paid was 65 cents and a 11%
average growth for the past six years was maintained. The company has 1 500 000 R2, 8% preference shares with
a market price of R1.80 per share. The company has 1 500 000 R2, 8% preference shares with a market price of
R1.80 per share. Ayoba Limited has a public traded debt with a face value of R3.2 million. The coupon rate of the
debenture is 11% and the current yield to maturity of 14%. The debenture has 6 years to maturity. They also
have a bank overdraft of R1.2 million due in 3 years’ time and interest is charged at 15% per annum.
Additional Information
 Ayoba Limited has a beta of 2, a risk-free rate of 8% and a return on the market of 17%.
 Company tax rate is 30%.
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Required
3.1 Calculate the weighted average cost of capital, using the Gordon Growth Model to calculate the cost of
equity. (22)
3.2 Calculate the cost of equity, using the Capital Asset Pricing Model. (3)
QUESTION 4 (25)
Nexcare (Ltd) operate a number of car washes and auto valet services. The company has experienced a
reasonable trading year. They are deciding whether to pay out R248 000 in accumulated cash in the form of
dividend to shareholders or embark on a share repurchase campaign. Current earnings are R7,20 per share and
the share sells for R80.
Their abbreviated balance sheet before paying out the dividend is as follows:
Assets Equity and Liabilities
Tangible assets 400 000 Equity 620 000
Inventories 40 000 Debt 180 000
Receivables 60 000
Bank/cash 300 000
Total 800 000 Total 800 000
Required:
4.1. Calculate the number of shares in issue if the company where to pay the dividend. (2)
4.2. Calculate the number of shares in issue if the company were to repurchase its shares (3)
4.3. Spanking clean (Ltd) is deciding whether to pay out cash dividend or not. Discuss the option of dividend
reinvestment plans and outline the benefits to the company and its shareholders. (6)
4.4. Calculate the dividends per share (for the first alternative, i.e. pay the dividend) (2)
4.5. Determine the net asset value of the firm should the company not exercise the option to repurchase its
shares. (2)
4.6. Determine the new share price, EPS and price earnings ratio under both alternatives ( ie. Pay the dividend
or repurchase the shares) (10)
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Assessment Format
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ASSESSMENT 7: RESEARCH AND QUANTITATIVE METHODS
QUESTION 1 (100)
A useful way to identify a potential scientific research project in business and management is to look for a “pain
point” – a thorny problem plaguing a set of people in an organisation and requiring an urgent solution. A research
proposal is then prepared, demonstrating how the research project will be carried out.
A research proposal is a detailed description of a proposed study designed to investigate a given problem
(Traenkel and Wallen, 2008). It is intended to convince others that you have a worthwhile research project and
that you have the competence and the work-plan to complete it.
In this regard, you are required to develop a research proposal meant to showcase how you would approach a
research project relating to a “pain point” you have observed within a business or management context. Your
proposal is expected to address key questions relating to the research project and should be written using the
following broad guidelines on the next page:
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1. Title of study
 Brief, succinct (not more than 18 words)
 Concise, and reflective of the intended study. Devoid of ambiguity
 Describes the nature of the study
 5Ws: Who? =pop/org./gender, What? = Behaviour, Attitude, Event, Any point of interest?
Where? = Company/org. geog., Why? = reason for the topic, When? = time period,
/2
longitudinal?/cross-sectional?)
 Title relates to an area of current research interest.
 Title is academically written.
 Ethically sound. Steers away from sensitive issues, no stereotypes etc.
 Not overly ambitious nor broad.
 Title is related to business or management.
2. Introduction
 Sufficiently outlines the way forward for study.
 Clear, concise. /2
 Gives a brief global perspective, regional perspective, national perspective, and finally the
org/firm perspective of the topic being studied.
3. Background to the problem

 Setting of the problem comprehensively described
 All of contextual factors have been identified (in sequence of importance) that impact on the
problem /2
 Key variables/main constructs of the problem have been identified.
 The interrelationship between key variables/main constructs should be described and
demonstrated.
 Does to try to ascribe reasons and conclusions for the research problem.
4. Problem statement
 Clear, specific, focused
 Comprehensive
 Convincing
 Researchable problem
 Relevant / Topical
 Worthy of research, not a pseudo-problem
 All of major variables have been identified and included in the problem statement
 Sub-problems / sub-goals of the study been clearly defined
 USE EVIDENCE TO SHOW THAT THERE IS A PROBLEM: /3
Quantitative data: e.g. declining statistics over time…
Qualitative data: e.g. descriptions from Annual reports, customer or employee verbal feedback…
5. Aim of the study

 The “what”, “why” and “how” of the research study is identified and clearly articulated.
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 Clearly related to the problem /2

 Logical flow from background, problem statement
6. Research Objectives
 Clear connection to problem statement and the stated aim of the study.
 Logical and aligned.
/3
 Related to the literature review.
 At least 3 research objectives.
 The FINER criteria adhered to in the formulation of the research objectives (Feasible?,
Interesting?, Novelty, Ethical?, and Realistic?).
7. Research Questions
 Aligned to aim of the stated study.
 Derivatives of the research objectives.
/3
 Related to the literature review.
 At least 3 research questions.
 The FINER criteria adhered to in the formulation of the research objectives (Feasible?,
Interesting?, Novelty, Ethical?, and Realistic?).
8. Significance of the study

 An indication of how the research will refine, revise or extend existing knowledge in the area
under investigation. Contribution to body of knowledge.
 Strong evidence presented that problem actually exists.
/2
 Based on literature/ experience/ expressed need/ expert opinion.
 How will it benefit the concerned stakeholders?
 What could be the larger implications of your research study?
 High possibility of being published/ publishable.
9. Literature review /25

Comprehensiveness and relevance of the literature reviewed:
 Relevant literature used: addresses identified problem.
 Recent sources used.
 Citations are appropriate.
 “Ever-greens” used in the literature review (seminal works cited by all other studies!).
 Most important Thought Leaders’ views quoted. /9
 Dominant methodologies and current thinking have been highlighted.
 All of the different viewpoints/ controversies/ limitations in the existing theory clearly reflected
and fully covered in a balanced way.
Connection between the literature review and the current study is demonstrated:
 Moves from broad to narrow.
 Current theoretical perspectives on the problem(s)/ issues(s) adequately and clearly discussed.
 Your research question should reflect current thinking as deduced from the literature.
 Shows relevance to the study at hand – and is applied to justify/motivate for decisions made in /8
the study.
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 Theoretical and empirical aspects appropriately integrated by means of suitable postulates,

research objectives and or hypotheses.
 Logical and flowing – coherent linking of ideas and used to make an argument for the need for
the study.
Demonstrable evidence of the voice of the reviewer of the literature:
 The write-up of the literature review clearly demonstrates a masterful art of marrying what
various authors are saying with what the student wants to say: the student’s own ‘voice’ must
come through as he/she bases and informs his/her argument on the subject matter with relevant
reading and research. The student’s ‘voice’ in an academic writing is the argument he/she is
making, and that is a portrayal of the student’s attempt at revealing the interconnectedness of /8
body of knowledge.
 The student’s ‘voice’ in an academic writing is his/her contribution to knowledge in your field!
 Credible, well integrated rendition review.
 Well-presented / summarised.
10.Research design
 Clear justification why study is located in a particular research paradigm/approach.
 Appropriate to the problem statement and able to accomplish research objectives.
/8
 Clearly stated empirical research questions/ postulates/ hypotheses with clear link to problem
statement, research objectives, literature.
 Well mapped, coherent, achievable research process
 Population, sample, sampling unit, and sampling strategy/methods are appropriate to the
research paradigm chosen.
11.Research Methodology /25

Sampling approach:
 Study population adequately explained.
 Sampling methodology explained and an appropriate sampling method has been selected and /8
motivated for.
 Sample size is clearly stated justified.
Data collection approach:
 Research instrument justified – and aligned with prevailing paradigm.
 Data collection methodology explained.
 A short description of the protocol of data collection should be provided. /8
 The stated data collection method allows for suitable data to answer the research questions
formulated in section 7.
 The issues pertinent to the quality of the research instrument has been highlighted.
Data analysis approach:
 Chosen method of analysis is consistent with the research paradigm/approach.
 Data analysis strategy and techniques addresses empirical questions to be answered as stated in
section 7. /9
 Data analysis will yield answers suitable to answering the research questions, achieving
objectives, and ultimately aim.
 Necessary tests etc. adequately explained and justified for the purposes of the study
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 The description of data analysis should include the design of the analysis form, plans for
processing and coding the data and the choice of the statistical method to be applied to each
data. What will be the procedures for accounting for missing, unused or spurious data?
12.Research Instrument
 Well-constructed, logical layout.
 Adequately phrased, abiding by all instrument design requirements i.e. no leading questions,
avoid using double-barrelled questions /8
 Instrument is aligned with the identified research paradigm (i.e., qual/quant) i.e. will answer
research questions
 For new a questionnaire which is being designed specifically for your study the details about
preparing, precoding and pretesting of questionnaire should be furnished and the document
appended to the proposal.
 Overall design complies with accepted scientific requirements set for this type of research
design, e.g. reliability, validity, generalisation, replication
13.Ethical considerations
 Ethical considerations apply to all types of social science research. Major ethical issues should be
identified. /6
 The proposal must describe the measures that will be undertaken to ensure that the proposed
research is carried out in accordance with the requisite ethical principles. Ethical issues should
be satisfactorily addressed/resolved.
 The proposal must answer the following questions:
- Is the research design adequate to provide answers to the research question?
- Is the method of selection of research subjects justified?
- What measures will be taken to ensure confidentiality in terms of observations to be made?
 Practical application of ethical theory to the study.
14.Demonstration of mastery
 Demonstration of ability to conceive, design, plan, conduct and report on a piece of research
 Logical flow /2
 Well demarcated
15.References/ Bibliography
 Correct use of in-text references /5
 All citations referenced according to Harvard Guidelines
16.Formatting
 Table of contents
 Arial Narrow font
 12 point font size
 1.5 line spacing
 Margins are justified /2
 Page numbering
 main headings (numbered, bold)
85
 Sub headings (numbered, bold)

 Same bullet style used throughout proposal
 Spelling and grammar is correct
 Acronyms are used correctly
Assessment Format
 Your assignment (excluding table of contents, cover page, diagrams, and appendices) must not exceed
4500 words/characters.
 Your assignment must include a Table of Contents page as well as an assignment cover page.
 Text font: Arial or Times New Roman (size 12), line spacing: 1½ lines.
 Page Margins and page numbering: It is important to number your pages correctly. The initial pages
should be numbered in roman numerals. Page 1 begins at the introduction.
 The standardization for page margins is 1.5 from the left and right of the page.
 Line spacing: The required line spacing for the proposal is 1.5
 Font style: Use either Arial or Times New Roman, Font size 12
 Headings: Headings should be numbered in the following manner:
o Main headings should be in caps and bold.
o There are no periods after the last number used.
o Headings such as TABLE OF CONTENTS, ABSTRACT or ABBREVIATIONS are not numbered.
 You are required to provide a Bibliography (i.e., List of references) for question 1: One single alphabetical
list of all references cited in the text, containing in all cases full bibliographic details: author; date; title;
publication; volume and issue of journal, where applicable; pages of journal article, where applicable;
publisher; city; as well as full details of internet report author; title; URL of internet site and date on
which internet site was accessed. We prescribe the use of the Harvard referencing system.
86
ASSESSMENT 8: CORPORATE STRATEGY
INSTRUCTIONS: (100)
Identify an existing organisation in an industry of your choice. The organisation can be either a profit or non-
profit seeking organisation. It is vital that you select an organisation that you are familiar with where information
can be made available to you (you have access) for the purposes of this project. If it is necessary, you may use a
fictitious name for the organisation – however, do note that whatever information you use for your project is for
assessment purposes only and will not be shared with third parties. Using the chosen organisation as the basis
for your project, attempt the following questions:
Format of the project:

1. Executive summary
2. Provide a brief background of the selected organisation. This should include information such as :-
 Company description (constituents and services offered) and brief history
 Parent company or subsidiary information
 Branches/locations
 Operational highlights – number of employees, goals and accomplishments (5)
3. Analyse the general strategic management process used in your selected organisation. Considering best
practice as suggested by the literature, what suggestions can you make? (40)
4. The implementation of strategy relies on a thorough understanding of the environment in which the business
functions. South Africa presents its own challenges to the successful implementation of strategy. Most of
these challenges stem from the fact that South Africa is a developing country, and in developing countries,
the divide between economic reality and ideological agenda is not very clear. In other words, organisations
in developing countries are not managed purely along the lines of economic logic; business decisions also
have to be made against the backdrop of a dominant political and ideological climate.
With this statement in mind, discuss the challenges related to strategy implementation in South Africa and
more specifically to your chosen organisation. (You may use an African country of your choice). (40)
5. Upon analysing the strategy of your selected organisation, is it a winning strategy or a mediocre strategy?
Substantiate your position. (15)
87
Assessment Format
 The project should be presented in essay format incorporating theoretical frameworks discussed in the
workshops and applied to the article at hand. Projects must be presented in 12pt Arial Font and in 1½ line
spacing. The report must not exceed 30 pages. The 30 pages excludes the cover page, executive summary,
table of contents, bibliography and appendices where relevant. It is imperative that you include these
sections in your report.
 You are expected to use at least 15 academic sources of reference. These include textbooks, journal articles
and internet sources that are relevant to the article. Academic sources do not include Wikipedia and blogs.
The MANCOSA study guide must not be used as a source of reference. You must include a bibliography list
at the end of your assignment. Information quoted/paraphrased from sources listed in your Reference list
must be referenced in-text. The Harvard system of referencing must be used.
 You are expected to submit a professional document. As such, it is imperative that learners proofread and
edit their project prior to submitting it. Projects must be free from errors and of a professional standard.
Please pay attention to the following presentation issues:
 Structure and grammar – spelling, formatting, layout, academic language, table of contents
 Citation – in-text citation, limited citation, incorrect format etc.
 Referencing – bibliography, use of Harvard style, quality of sources, limited sources etc.
 Analytical and Critical Interpretation: The project must reflect cohesive and logical arguments reflecting
original thinking.
 You MUST APPLY theoretical frameworks/literature to support your discussion/observation and opinions.
 Do not merely extract information from the article or your research findings
 The project will examine your understanding of the strategic management theory and students who will
excel are those who will apply the theory and not merely reproduce it.
88

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What is the structure and content of the programme handbook?

What is the structure and content of the programme handbook?

What are the programme administration details covered in the handbook?

What are the programme administration details covered in the handbook?

_________________________________________________________________________________

6.4 ACADEMIC SUPPORT......................................................................................................................... 27

8.12 FORMATIVE ASSESSMENT 2 (PROJECT) QUESTIONS – SEMESTER 2 ................................................... 74

1.1 MESSAGE FROM THE PRINCIPAL - PROF YUSUF KARODIA

Choosing a business school is certainly one of the most important

The economy is in continuous evolution; new and dynamic work

MANCOSA’s mission is to prepare a new breed of leaders:

1.2 MESSAGE FROM THE ACADEMIC OFFICE

2.1 BRIEF HISTORY OF MANCOSA

2.2 PROGRAMME OFFERINGS

MANCOSA offers the following accredited and registered programmes:

3. THE MANCOSA VISION

4. THE MANCOSA MISSION

Pursuant to the mission MANCOSA strives to:

5. MBA PROGRAMME STRUCTURE

5.1 OVERALL PROGRAMME OBJECTIVES

5.2 PROGRAMME FOCUS

 Managerial Economics  Human Resources Electives:

5.3 MODULE OUTCOMES

Human Resources Development

Upon completion of this module, the student should be able to:

Information and Knowledge Management

Upon completion of this module, the student should be able to:

Strategic Marketing Management

Upon completion of this module, the student should be able to:

Strategies in Operations Management

Upon completion of this module, the student should be able to:

Upon completion of this module, the student should be able to:

Research and Quantitative Methods

Upon completion of this module, the student should be able to:

Strategic Project Management (Elective)

Upon completion of this module, the student should be able to:

Health Care Management (Elective)

Upon completion of this module, the student should be able to:

Upon completion of this module, the student should be able to:

Supply Chain Management (Elective)

Upon completion of this module, the student should be able to:

Environmental Management (Elective)

Upon completion of this module, the student should be able to:

Change Management (Elective)

Upon completion of this module, the student should be able to:

Upon completion of the dissertation, the student should be able to:

6.1 PROGRAMME MANAGEMENT

6.1.1 General Information

(ii) Contact Student Services Call Centre

6.1.2 How to access student portals

(i) How to access mymancosa.com

(ii) How to access MancosaConnect

6.1.3 How to access student email account

Step 3: Thereafter, click on the sign in icon as depicted below:

6.2.1 Fee Payment

 Students can pay fees in the following ways:

Online Credit Card Payment Process

6.2.2 Payment of Fees and Other Dues

In addition, if students have outstanding financial obligations, MANCOSA may: