Office Practice NCV Level 4 — Memo

February 2020 — NCV Level 4 — Office Practice

NCV Level 4 2020 NCV Business

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📄 8 pages 📝 52 items found 📚 5 topics

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Questions — A Preview of What to Expect in the Document

This section provides a quick preview of questions from the document. It may not display every question or the complete wording of each one. For the full content, including diagrams, tables and other information, view the original PDF above.

Q1— Section header —

1.1.10

1.2.1True

1.2.2True

1.2.3False

1.2.4False

1.2.5False

1.2.6True

1.2.7False

1.2.8True

1.2.9True

1.2.10

1.3.10

1.4.1Company

1.4.2house

1.4.3Cultural

1.4.4Feedback

1.4.5Loss leaders

1.4.6Shopping

1.4.7Profit

1.4.8Final

1.4.9Profit oriented

1.4.1050

Q2— Section header —

2.1.1Internal reports Created by an organisation to communicate with publics within the organisation , such as the board of directors, manager supervisors, sta ff, shareholders and customers.

2.1.2External reports They are created by a organisation to communicate with or send information to groups of people or target pu blics outside the organisation.

2.1Informal reports They are usually short and do not need a lot of planning or in depth research. They are used internally to inform staff about everyday matters.

2.1

2.2.1Inflow ash sales, nterest received, fixed deposit, rent received, ebtors receipts, (6\

2.2.2Outflow Cash purchases, fixed expenses, payments on loans, fuel, salaries, (6\

2.3(a\ R12 000 (b\ R11 200 (c\ R23 200

2.4Determine the time of day that a advertisement should reach most of the target market. Would a once off advertisement suffice? hould it be repeated a few

Q3— Section header —

3.1.2STEP 2: Draft

3.1STEP 3: Revise

3.1STEP 4: Edit

3.1STEP 5: Proofread

3.1STEP 6: Finalise/Print (5 (5\ ADDENDUM B

Q3— Section header —

Q4— Section header —

4.1.1From Date Subject Destructive criticism Consists of pessimistic, negative comments that are not helpful in any way On the contrary, they often lead to confusion, f rustration and self

4.3

4.4Friendliness and helpfulness Addressing a person by their name or title Listening carefully to what other people say Using criticism carefully and o nly when it constructive Being tolerant and forgiving

Q5— Section header —

5.1The line of authority flows from the highest to the lowest level A supervisor is easily recognis able because he/she gives the instructions This structure works well when limited numbers of subordinates fall under

5.5Two (departments\ (1\

5.6External environment Internal environment You have two event coordinators and an events manager above you [23]23

Q6— Section header —

6.1Reveals the liquidity position of the business/indicates shortage/surplus Will be able to pay its debts/expenses Able to meet its financial responsibilities

6.3Other income Interest received/income Interest on current/savings account Interest on f ixed deposit account Rent income Sale of fixed assets (Any relevant

6.4

6.5egative cash inflow of R12000 Increase market share Introduce new products Improve productivity Improve quality Improve marketing /branding Set limits on expense

Topics Identified

Business EnvironmentsForms of OwnershipBusiness FunctionsLeadershipBusiness Plan

Mark Allocation

Sections50 + 30 + 30 + 30 + 23 + 37 = 200 marks

Paper information

TitleMemo

SubjectOffice Practice

LevelNCV Level 4

Document typeNCV Business

Year2020

MonthFebruary

Pages8

Downloads4

Examination context

Decade2020s

Years ago6y

SeasonSummer (SH)

Start daySaturday

Exam periodFebruary 2020

Days since exam2,444

About Office Practice examination preparation

This TVET examination resource can be used as part of a structured revision programme. Past papers are most useful when learners attempt questions independently, work within a realistic time limit, and review their answers afterwards.

How to use this resource for revision

A TVET past examination paper is most useful when it is treated as an active revision exercise. Try the questions yourself before checking the corresponding memorandum. Where you make an error, identify the reason — was it a knowledge gap, a calculation mistake, an interpretation issue, or an examination technique problem?

For stronger examination practice, complete the paper without unnecessary interruptions and keep track of the questions that take the most time. Afterwards, review the memorandum and separate knowledge gaps from mistakes caused by interpretation, calculation, structure, or examination technique.

understanding question requirements

applying subject knowledge

working under time constraints

checking answers

identifying revision priorities

A practical revision approach

Start by completing the resource without looking at the memorandum. Review incorrect and incomplete answers afterwards and make a short revision list based on the areas that caused difficulty.

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File size220.1 KB

Pages8

Archived on8 September 2026

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