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Q1— Section header —
1.1.5
1.2.1Commercial sector that offers quick and inexpensive snacks and drinks to people who do not require an elaborate meal
1.2.2Bringing about new changes or ideas
1.2.3Sequence of actions linked together to ensure that necessary adjustments are made
1.2.4rovides a service without necessarily having to make a profit, but delivering a service within a given budget
1.2.5Mainly the daily activities of the enterprise which has life span of approximately one year
1.2.6Anticipating change in a business rather than waiting to react after changes have occurred
1.2.7Plans to achieve set objectives
1.2.8The integration of objectives and tasks at all levels of all departments or functions, which will enable the organisation to function as a unit
1.2.9Systematic process whereby managers compare the actual performance with plans, standards and objectives, and bring about adaptations when deviation occurs
1.2.10Refer to the input output ratio within the organisation
1.2.11Limits that define the areas of freedom of action
1.2.12Mutual defining of goals and objectives by both a subordinate and the superior
1.2.13Refer to an aspect such as a market share relatively to that of competitors within the same market segment
1.2.14It is a method of spreading rumours in a organisation
1.2.15
1.3.5
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2.1ives direction and clarify goals/objectives romotes co operation ompels managers to look to the future mportant for effective utilisation of modern technology nsures coordination nvolves a thought process/planning is a decision making process
2.2Top management is mostly involved with strategic planning and spends most of their time formulating plans to guide the organisation into the future. lanning periods vary between two to thirty years, depending on the nature
2.3Forecasting Determining objectives Follow ing the policy guidelines Programming Scheduling times for activities Get
2.4Some individuals are in control and therefore give orders by others. An orderly pattern of behaviour is established with people identified as managers and subordinates The communication style
2.5The variety of activities in an organisation Growth of organisation Span of attention Span of knowledge Span of time Span of energy Span of personality Nature of the work
2.6Knowledge and skills of experts can be better utilised Less chance for incorrect decisions as a result of too little information Duplication of functions can be decreased No need for extensive control procedures
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3.1Leader ship depends on the situation on hand favourable, unfavourable or moderate Personal behaviour leadership style The behaviour of a leader is emphasised it is adaptable and
3.6Above average intelligence ynamic appearance and charismatic behaviour Adaptability, good communication and social skills Decide whether specific items can be obtained at lower costs Make provision for
Q4— Section header —
4.1a complicated system requires more people and therefore will increase costs Costs incurred by control should never exceed the advantages gained from it. Goal frustration policies, procedures and rules should aid the
4.2Proper records of all items Good relationship between management and workers Punishing employees for committing theft Reward good performance Checking bags and packages of employees when leaving premises
4.8Costs of carrying stock [50] TOTAL SECTION B: GRAND TOTAL:50