Mba (Nqf 9) Year 1 Ph Jan 2017

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PROGRAMME HANDBOOK ____________________________________________________________________

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MASTER OF BUSINESS ADMINISTRATION GENERAL DEGREE ____________________________________________________________________

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JANUARY 2017 INTAKE ____________________________________________________________________

Copyright© 2017 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

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TABLE OF CONTENTS 1.

WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN

3 4

INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT

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3.

THE MANCOSA VISION

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4.

THE MANCOSA MISSION

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MBA PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS

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6.

PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES 6.2.6 CANCELLATION OF REGISTRATION/FEE LIABILITY 6.2.7 MISCELLANEOUS COSTS 6.2.8 PAYMENTS 6.2.9 ACCOUNT DETAILS 6.2.10 FOREIGN PAYMENTS 6.3 ASSESSMENTS 6.3.1 METHOD OF ASSESSMENT 6.3.2 MARKING CRITERIA 6.4 STUDENT SUPPORT 6.4.1 STUDENT SUPPORT DEPARTMENT 6.4.2 REGIONAL OFFICES/REPRESENTATIVES 6.5 ACADEMIC SUPPORT 6.5.1 REGIONAL TUTOR SUPPORT (ACADEMIC FACULTY MEMBERS) 6.5.2 MODULE CO-ORDINATION AND EMAIL SUPPORT 6.5.3 LIBRARY SERVICES 6.5.4 MODULE GUIDES 6.5.5 WEBSITE/ONLINE LEARNING CENTRE 6.5.6 PRESCRIBED TEXTBOOKS 6.6 IT AND WEBSITE PROGRAMME HANDBOOK: JANUARY 2017 INTAKE

7 7 8 – 14

15 15 – 17 18 18 18 18 19 19 19 19 19 20 20 21 21 – 22 23 23 23 23 24 25 – 26 27 1

MANCOSA: MBA (GENERAL) STAGE 1 6.7 GENERAL 6.7.1 AWARD OF QUALIFICATION 6.7.2 GRADUATION 6.7.3 FREQUENTLY USED FORMS 7.

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10.

WORKSHOPS 7.1 WORKSHOP VENUES 7.2 WORKSHOP DATES 7.3 WORKSHOP PROGRAMMES

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27 27 27

28 29 30 – 34

ASSIGNMENTS 8.1 SUBMISSION 8.1.1 RULES REGARDING THE SUBMISSION OF ASSIGNMENTS 8.2 ASSIGNMENT AND PROJECT SUBMISSION DATES 8.3 ASSIGNMENT QUESTIONS - STRATEGIC MARKETING MANAGEMENT - HUMAN RESOURCE DEVELOPMENT - INFORMATION AND KNOWLEDGE MANAGEMENT - MANAGERIAL ECONOMICS - FINANCIAL MANAGEMENT - RESEARCH AND QUANTITATIVE METHODS

50 – 53 54 – 56 57 – 58 59 – 64 65 – 68 69 – 71

PROJECTS - OPERATIONS MANAGEMENT - STRATEGIC MANAGEMENT

72 – 74 75 – 76

EXAMINATIONS 10.1 EXAMINATION DATES AND TIMES 10.2 EXAMINATION VENUES

34 – 48 49

77 78

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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, made even more difficult in our changing times where the world has lost its old equilibrium without having found new values. The frontiers of the economy are reforming and in continuous evolution and work opportunities are emerging. In this brave new world tertiary institutions can no longer limit itself to provide textbook knowledge and mere academic preparation reducing itself to an 'exam house' attaching titles and empty labels, neither can it continue to ignore the changing needs of a global employment market and the profound changes in the environment awaiting the students beyond the campuses. MANCOSA’s mission is to prepare a new breed of leaders, courageous, sincere individuals with the intellectual abilities, cross cultural versatility, practical skills and ethics needed to operate in today's business world. With programmes designed to accommodate individuals with diverse needs and lifestyles, MANCOSA supported distance education programmes are in great demand with the rigour and innovation to create reflective practitioners. Participants are immersed in an active education that will challenge their assumptions, disrupt their ordinary ways of doing business, and introduce them to new and unexpected ways of thinking. By participating, you will be prepared for the next step in your career and life, demonstrating leadership skills among your peers. Most important, you will return to your organisation with fresh ideas, new business skills, and a greater capacity for addressing the challenges your company will face. MANCOSA programmes promote a high level of independence through innovative learning and assessment interventions. You can expect a carefully integrated mix of lectures; 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 participants how to assess, analyse, and act upon complex business issues. Rooted in real-life experiences, the business case method develops analytical skills, sound judgement, and the leadership potential within each participant. This will equip you with cutting-edge skills that will position you to be a leader in your organisation and community. For those who are prepared to embrace the challenges of this 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. I wish you well in your studies.

Prof YM Karodia 3 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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1.2 MESSAGE FROM THE OFFICE OF THE DEAN 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 The Management College of Southern Africa (MANCOSA) is a private higher education institute registered in terms of the Higher Education Act (Act 101 of 1997, as amended). It was established in 1995 as a postapartheid empowerment institution offering affordable and accessible management education primarily to persons previously denied access to postgraduate education. MANCOSA has 100% black ownership, i.e. it is owned entirely by previously disadvantaged individuals in the South African context. The Master of Business Administration (MBA) degree programme has been offered since 1995. Between 1995 and 2000 MANCOSA provided management programmes in association with the Buckinghamshire Chilterns University College (BCUC), a College of the University of Brunel in the United Kingdom. During this period MANCOSA was successfully quality assured by the British Quality Assurance Agency (QAA). In 2002 MANCOSA received full institutional accreditation from the Higher Education Quality Committee (HEQC), the quality assuring committee of the Council on Higher Education (CHE). MANCOSA is one of the leading providers of international and local management programmes through supported distance education in Southern Africa. Recent developments have included the introduction of support classes which cater for those students who prefer additional support. In delivering its range of Management Education programmes to a diverse body of students from both the public and private sectors, MANCOSA has developed significant infrastructural, academic and intellectual capacity. As a leading provider of management programmes by supported distance education, MANCOSA has considerable expertise in the design and development of high quality and relevant course materials. It has developed unique teaching and learning strategies, particularly suited for transferring knowledge and skills to adult students, the majority of whom are in full-time employment. Through its active research focus, MANCOSA is also at the cutting-edge of the latest management and leadership training trends.



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2.2 PROGRAMME OFFERINGS MANCOSA programmes cover the areas of business administration, commerce, tourism management, functional management and leadership and range from certificate programmes to master’s 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. Advanced Certificate in Management Studies 11. Advanced Certificate in Financial Planning 12. Bachelor of Business Administration degree 13. Bachelor of Public Administration degree 14. Bachelor of Commerce in Human Resource Management degree 15. Bachelor of Commerce in Marketing Management degree 16. Bachelor of Commerce in Information and Technology Management degree 17. Bachelor of Commerce Supply Chain Management degree 18. Bachelor of Commerce in Financial Management degree 19. Bachelor of Commerce in Entrepreneurship 20. Bachelor of Commerce in Retail Management 21. Bachelor of Business Administration Honours 22. Bachelor of Commerce Honours in Human Resource Management 23. Bachelor of Commerce Honours in Marketing Management 24. Bachelor of Public Administration Honours 25. Postgraduate Diploma in Educational Management 26. Postgraduate Diploma in Business Management 27. Postgraduate Diploma in Project Management 28. Master of Business Administration 29. Master of Public Administration

2.3 ACADEMIC MANAGEMENT DESIGNATION Principal Academic Dean Deputy Dean GSB Director

NAME Prof Y. M. Karodia Prof E. J. van Rooyen Prof K. Naidoo Dr Z. Hamid



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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 (6 MONTHS)  Strategic Marketing Management  Human Resources Development  Information and Knowledge Management  Operations Management

YEAR 1 – SEMESTER 2 (6 MONTHS)  Managerial Economics  Financial Management  Research and Quantitative Methods  Strategic Management

YEAR 2 (6 MONTHS) Electives:  Project Management  Entrepreneurship  Health Care Management  Leadership  Supply Chain Management  Environmental Management  Change Management Dissertation



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5.3 MODULE DESCRIPTIONS Strategic Marketing Management Upon completion of this module, the student should be able to:  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. Information and Knowledge Management Upon completion of this module, the student should be able to:  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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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. Strategic Management Upon completion of this module, the student should be able to:  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. 9 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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Financial Management Upon completion of this module, the student should be able to:  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 Upon completion of this module, the student should be able to:  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. Operations Management Upon completion of this module, the student should be able to:  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.



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Project Management (Elective) Upon completion of this module, the student should be able to:  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) Upon completion of this module, the student should be able to:  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) Upon completion of this module, the student should be able to:  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) Upon completion of this module, the student should be able to:  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) Upon completion of this module, the student should be able to:  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) Upon completion of this module, the student should be able to:  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. 13 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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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.



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6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 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 Support Services: [email protected] For all Institutional rules and procedures, please refer to the Institutional Rule Book and Student Code of Conduct.

6.2 FINANCE All queries relating to student accounts must be forwarded to: Student Support Services: [email protected] 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: - 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) - Cash at MANCOSA offices in Durban and Johannesburg  Please contact the MANCOSA office if you require information on alternative payment methods. 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 15 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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STEP 3 Enter all details Screen 2

STEP 4 Once all details have been entered, click on Proceed to accept terms and conditions, as highlighted below:

CLICK HERE 16 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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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.

Screen 4 The following screen will appear once the payment transaction has been processed successfully:



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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 will be imposed on all overdue accounts. In addition, if students have outstanding financial obligations, MANCOSA may:  withhold the results of assignments and examinations,  withhold the release of certificates,  not allow a student to register or re-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 plan 3 payment options, if not settled in full by the due date. 6.2.4 Additional Fees/Charges  The following additional fees are levied:  Graduation fee  Assignment re-mark fee  Assignment re-submission fee  Exam script re-mark fee  Supplementary examination  Aegrotat examination  Graduating in absentia  Transcript reprint  Certificate reprint  Certificate re-issue  Student card re-issue  Change of elective  Replacement of lost modules  Deferral fee  Student refund process  Viewing of marked examination script 

: R 400.00 (*Subject to change at time of graduation) : R 220.00 per re-mark : R 220.00 per re-submission : R 300.00 per re-mark : R 300.00 per module : R 300.00 per module : R 350.00 : R 200.00 per copy : R 200.00 : R 250.00 : R 100.00 : R 600.00 : Email [email protected] for cost per module : R 2 500.00 : will in some instances attract an administration fee : R250 per module

A charge of R100.00 will be levied to cover administrative and bank charges in respect of:  returned cheques and/or  unpaid debit orders

6.2.5 Registration for Specific/Incomplete Modules  The re-registration fee is a modular fee. Rich distance learning is an additional cost.  After the payment of the minimum fee, the balance must be settled within a maximum of 5 consecutive months from the initial date of registration.



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6.2.6 Cancellation of Registration/Fee Liability  A student who intends cancelling his/her registration must notify MANCOSA in writing.  The student will:  be liable for a non-refundable registration fee of R 7500.00 for distance and supported distance students, if the cancellation occurs within 14 days of initial registration, or  be liable for the payment of full fees if cancellation of registration occurs beyond 14 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 Support Services: [email protected] 6.2.7 Miscellaneous Costs  Students requesting additional material not included in the programme fee will be charged accordingly.  These miscellaneous costs include photocopying, postage etc. 6.2.8 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: [email protected] or Fax: +27 31 3007298 or 086 532 5455  If all details are not accurately provided to MANCOSA, your account may not be credited. 6.2.9 Account Details All payments should be made into ANY ONE of the following accounts: Bank Account Holder Branch Account Number Branch Code

ABSA Bank MANCOSA (Pty) Ltd ABSA Corporate & Business Banking KZN 40-6845-6934 634926 OR

Bank Account Holder Branch Account Number Branch Code

Standard Bank MANCOSA (Pty Ltd) Overport City, Durban 05 261 572 3 043826

6.2.10 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 19 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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6.3 ASSESSMENT Assignments/ Project All queries relating to the submission of assignments and the assessment thereof must be directed to: Student Support Services: [email protected] Examinations All queries relating to examinations must be directed to: Student Support Services: [email protected] 6.3.1 Method of Assessment  The assessment method for each module on this programme is either by: (1) Assignments and examinations, or (2) Projects 

Where the assessment is based on an assignment and an examination the final mark is calculated as follows: (1) Assignment - 50% and (2) Examination - 50% To pass a module a sub-minimum of 40% is required in each form of assessment and a final combined mark of 50% is required. Entrance to the examinations is dependent on meeting the sub-minimum requirements of the assignments for each semester.



Where the assessment of a module is based on a project the final mark required to pass is 50%.

6.3.2 Marking Criteria All assignments are marked according to the following criteria. Demonstrates an authoritative grasp of the concepts, methodology and content Excellent appropriate to the subject discipline. Indication of originality in the application of A 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. Demonstrates a sound level of understanding based on a competent grasp of Very Good relevant concepts, methodology and content; displays skill in interpreting and B 70 – 74% analysing complex material; material well organised. Demonstrates a good level of understanding based on a grasp of relevant Good concepts, methodology and content; display some skill in analysing complex C 60 – 69% material; material well organised. Demonstrates a coherent response to the requirements of the assessment task; Acceptable clear expression of ideas; uses relevant source material; demonstrates some D 50 – 59% understanding of the concepts; draws relevant conclusions; appropriate organisation of response. Unacceptable Recognisable but limited awareness of requirements of assessment task; evidence E 40 – 49% of some understanding; some attempt to draw relevant conclusions. Fail F 33 – 39% Marginal grade. Unsatisfactory but showing some evidence of understanding. Fail G 0 – 32% Little evidence of understanding or application. 20 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


21

6.4 STUDENT SUPPORT 6.4.1 Student Support Department The Student Support 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. All queries in this regard must be forwarded to the Student Support Department: Email: [email protected] Tel: +27 31 3007200 6.4.2 Regional Offices Representatives MANCOSA has offices/representatives situated in various regions. The details of these offices/representatives are provided below:

CITY/COUNTRY

MANCOSA REPRESENTATIVE CONTACT DETAILS

South Africa (Durban)

MANCOSA Staff

South Africa (Johannesburg)

MANCOSA Staff

South Africa (Cape Town)

MANCOSA Staff

South Africa (Polokwane)

MANCOSA Staff

South Africa (East London)

MANCOSA Staff

South Africa (Port Elizabeth)

MANCOSA Staff

MANCOSA Campus 26 Samora Machel Street, Durban, 4001 Tel: +27 31 3007200 Fax: +27 31 3007298 Email: [email protected] MANCOSA Campus (Auckland Park) 1 Cedar Road, Richmond, Johannesburg, 2092 Tel: +27 11 853 3000 Email: [email protected] MANCOSA Campus First floor Stadium on Main Building 99 Main Road, Claremont, 7708 Tel: +27 21 6716576 Fax: +27 21 6714306 Email: [email protected] MANCOSA Office, Edupark Ground Floor Block A, Edupark Campus, Webster Street, Polokwane, 0699 Tel: +27 15 2902896 or +27 15 2902899 Fax: +27 15 2902841 Email: [email protected] MANCOSA Office 90 Vincent Road, Vincent, East London, 5201 Tel: +27 43 7211774 Email: [email protected] 3rd Floor, Greyville House Cnr Greyville and Cape Road, Greenacres Port Elizabeth Tel: 041 816 2100 or 041 816 2159 Email: [email protected]


MANCOSA: MBA (GENERAL) STAGE 1 South Africa (Pretoria)

MANCOSA Staff

Namibia (Windhoek)

MANCOSA Staff

Zambia (Lusaka)

Ms M Bham

Botswana (Gaborone)

MANCOSA Staff

Malawi (Lilongwe)

Dr WW Mkwepu Nakanga

Swaziland (Mbabane)

MANCOSA Staff

Mauritius (Highlands)

Mrs T Jaumally

Russia

Ms O Savostina

22

MANCOSA Office Unit A-A10 Brooklyn Office Park 105-107 Nicolson Street Brooklyn, Pretoria 0181 Tel: 012 742 8450 Email: [email protected] Unit 3, Ground floor in Ausspann Plaza Dr Augustino Neto Road, Windhoek Tel: 00264 61 301354 Fax: 00264 61 301353 Fax-to-Email: 088629830 Cell: 00264 81 2332469 Email: [email protected] MANCOSA Office, 47 Independence Avenue Rhodespark, Lusaka, Zambia Tel: 00260 211 258684 Cell: 00260 979044454 Email: [email protected] MANCOSA Campus Corner Mmamokue Drive & Dinyado Drive Gaborone, Botswana Tel: 00267 3914587 or 00267 3932850 Fax: 00267 3914562 Email: [email protected] Natural Resources College Off Mchinji Road, P.O. Box 143, Lilongwe Cell : 00265 888944282 Cell: 00265 999565037 Email: [email protected] MANCOSA Office Plot 2 Sozisa Bypass Road Hhohho Mbabane Swaziland Email: [email protected] YK Business School, Belle Terre Road, Highlands, Morc VRS, Mauritius, BRN: C06041230 Tel: 00230 698 9000, Fax: 00230 698 9010 Email: [email protected] Tel: 07 383 201 6364 Email: [email protected]



23

6.5 ACADEMIC SUPPORT 6.5.1 Regional Tutor Support (Academic Faculty members) Each region has qualified academic faculty members appointed to ensure the highest standard of academic delivery to students. Their duties include:  Delivery of the scheduled lectures  Telephonic support  Email support You are required to contact the relevant tutors at times as prescribed at their lecture. The details for these tutors may be obtained at the scheduled workshops. Note: Tutors may be changed at short notice due to unforeseen circumstances. 6.5.2 Module Co-ordination and Email Support A Module Coordinator is appointed for each module. This module co-ordinator is a full-time MANCOSA lecturer who is available during office hours to provide academic support to students. These faculty members also provide email support via: Student Support Services: [email protected] Note: Email is the preferred method of communication with academic faculty. 6.5.3 Library Services Please refer to the library guide for a comprehensive list of library facilities and resources available across all the regions. 6.5.4 Module Guides On registration, all MANCOSA students are issued with 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.



24

6.5.5 Website/ Online Learning Centre MANCOSA’s website (http://www.mancosa.co.za) offers the following services to students:  Information on news and events  Photo gallery  Programme and module descriptions  Enrolment documentation  Online request for information and registration  Online payment options  Contact details (local and international)  Link to student portal (http://www.mymancosa.com/)  Social Feeds (Twitter and Facebook)  Alumni portal Online Learning Centre (Multimedia Support) Students can access interactive learning material through the MyMancosa portal at http://www.mymancosa.com. The portal amongst other features contains the following:  Important news and announcements  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  Past year examination papers  Workshop notes  Exam guidelines  Research and dissertation writing guidelines  Exam results and assignment mark details  Student details  Exam schedules, assignment due dates and personalised time tables  Buy/sell second hand textbooks



25

6.5.6 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 [email protected] for further details. A list of the prescribed texts for each module is found below: MODULE

PRESCRIBED BOOK & AUTHOR/S

ED

PUBLISHER

Strategic Management

Crafting and Executing Strategy. Creating Sustainable High Performance in South Africa Hough, J, Thompson, Arthur A. Jr., Strickland, A.J. III and Gamble JE.

2nd

McGraw Hill

Human Resource Development

Managing Human Resource Development Meyer M. et. al.

4th/5th

Lexis Nexis

Human Resource Management: Gaining a Competitive Advantage Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M.

Strategic Marketing Management

McGraw Hill 9th/10th

15th/16th

Pearson Prentice Hall

Operations Management. Sustainability and Supply Chain Management Heizer and Render

11th/12th

Pearson Prentice Hall

Operations and Supply Chain Management Russel and Taylor

8th

Knowledge Management an Integrated Approach Wegner

2nd

Marketing Management Kotler, K. and Keller, K. Marketing Management. A South Africa Perspective Cant, M.C., Van Heerden, C.H. & Ngambi, H.C.

Operations Management

Information and Knowledge Management

Management Information Systems Laudon K.C. and Laudon J.P.

th

13 /14

Pearson Prentice Hall th

Pearson Education: New Jersey



Financial Management

Fundamentals of Corporate Finance Firer, C, Ross, S.A; Westerfield, R.W; Jordan, B.D Managerial Finance Skae. F.O; Vigario, F.A.A

Managerial Economics

Research and Quantitative Methods

26

5th/ 5thSA Edition

McGraw Hill

Lexis Nexis 5th/6th

The Economy Today Schiller B.R

13th

McGraw Hill

Economics for South African Students Mohr, P and Associates

5th

Van Schaik Publishers

Research Methods for Business Students Saunders, M; Lewis, P and Thornhill, A.

5th

Prentice Hall

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.



27

6.6 IT AND WEBSITE In the event of the student experiencing difficulty accessing any of the MANCOSA electronic facilities, queries must be forwarded to the Student Support Department: Email: [email protected] Tel: +27 31 3007200

6.7 GENERAL 6.7.1 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:  In respect of a master’s degree based on a dissertation, the title of e.g. Master of Business Administration shall be conferred cum laude if the candidate has obtained a final mark of at least 75 per cent for the dissertation; and  In respect of a master’s degree based on modules passed and a dissertation, the degree shall be conferred cum laude if the candidate has obtained an average mark of at least 75 per cent for the set modules, as well as a final mark of at least 75 per cent for the dissertation.  A student cannot obtain a qualification cum laude unless he or she has passed all set modules in the first examination. 6.7.2 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. 6.7.3 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.



28

7. WORKSHOPS 7.1 WORKSHOP VENUES CITY

COUNTRY

Johannesburg

South Africa

Durban

South Africa

Pretoria

South Africa

East London

South Africa

Cape Town

South Africa

Polokwane

South Africa

Pietermaritzburg South Africa Port Elizabeth

South Africa

Windhoek

Namibia

Lusaka

Zambia

Gaborone

Botswana

Mbabane

Swaziland

VENUE MANCOSA Campus (Auckland Park) 1 Cedar Road, Richmond, Johannesburg, 2092 MANCOSA Campus 26 Samora Machel Street, Durban UNISA (Muckleneuk Campus) Theo Van Wyk Building, Preller Street, Pretoria MANCOSA Office 90 Vincent Road, Vincent, East London, 5201

MANCOSA Campus First floor Stadium on Main Building, 99 MAIN Road, Claremont, 7708 Edupark Campus Webster Street, Polokwane, 0699 To be confirmed MANCOSA Office 3rd Floor Greyville House, Cnr Greyville and Cape Town, Greenacres MANCOSA Office Bachran Property Investments (BPI House), 269 Independence Avenue, Mezzanine Floor, Office 27, Windhoek TopFloor Elunda 2 Building, 2nd Floor Addis Abba Roundabout, Rhodes Park, Lusaka, Zambia MANCOSA Campus Corner Mmamokue Drive & Dinyado Drive Gaborone, Botswana MANCOSA Office Plot 2 Sozisa Bypass Road Hhohho, Mbabane

Note: (1) Changes in the workshop schedule will be communicated to registered students in writing prior to the workshop. (2) Additional workshop venues may be considered at the discretion of the Dean’s office. (3) Students are encouraged to contact us to confirm any changes in their workshop venues.



29

7.2 WORKSHOP DATES CITY

COUNTRY 1

Johannesburg

Durban

Pretoria

East London

Cape Town

Polokwane

South Africa

South Africa

South Africa

South Africa

South Africa

South Africa

Pietermaritzburg South Africa

Port Elizabeth

Windhoek

Lusaka

Gaborone

Manzini

South Africa

Namibia

Zambia

Botswana

Swaziland

SEMESTER 1 WORKSHOP 2

3

4

SEMESTER 2 WORKSHOP 5

6

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

11/12 March

25/26

13/14

15/16

29/30

7/8

2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

4/5

18/19

6/7

15/16

29/30

7/8

March 2017

March 2017

May 2017

July 2017

July 2017

October 2017

11/12 March

25/26

13/14

15/16

29/30

7/8

2017

March 2017

May 2017

July 2017

July 2017

October 2017

11/12 March

25/26

13/14

15/16

29/30

7/8

2017

March 2017

May 2017

July 2017

July 2017

October 2017

11/12 March

25/26

13/14

15/16

29/30

7/8

2017

March 2017

May 2017

July 2017

July 2017

October 2017

11/12 March

25/26

13/14

15/16

29/30

7/8

2017

March 2017

May 2017

July 2017

July 2017

October 2017



30

7.3 WORKSHOP PROGRAMMES DURBAN

Time

Activity/Module

07h30 – 08h00 08h00 – 10h30 10h30 – 11h00 11h00 – 14h00

Arrival at venue Orientation Break Strategic Marketing Management Break Human Resources Development

14h00 – 14h30 14h30 – 17h30 07h30 – 08h00 08h00 – 11h00 11h00 – 12h00 12h00 – 15h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 08h15 – 08h30 08h30 – 12h30 12h30 – 13h00 13h00 – 17h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 08h15 – 08h30 08h30 – 12h30

07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 07h30 – 08h00 08h00 – 12h00

Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development

JOHANNESBURG

Activity/Module SEMESTER 1 WORKSHOP 1 Arrival at venue Orientation Break Strategic Marketing Management Break Human Resources Development SUNDAY Arrival at venue Information and Knowledge Management Break Operations Management WORKSHOP 2 SATURDAY Arrival at venue Strategic Marketing Management Break Human Resources Development SUNDAY Arrival at venue Information and Knowledge Management Break Operations Management WORKSHOP 3 SATURDAY Arrival at venue Strategic Marketing Management Break Human Resources Development

SUNDAY Arrival at venue Information and Knowledge Management SEMESTER 2 WORKSHOP 4 AND 5 SATURDAY Arrival at venue Arrival at venue Strategic Management Strategic Management Break Break Financial Management Financial Management SUNDAY Arrival at venue Arrival at venue Research and Quantitative Research and Quantitative Methods Methods Break Break Managerial Economics Managerial Economics WORKSHOP 6 SATURDAY Arrival at venue Arrival at venue Managerial Economics Managerial Economics Break Break Financial Management Financial Management SUNDAY Arrival at venue Arrival at venue Research and Quantitative Research and Quantitative Methods Methods Arrival at venue Information and Knowledge Management

CAPE TOWN

Activity/Module Arrival at venue Orientation Break Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management

Arrival at venue Strategic Management Break Financial Management Arrival at venue Research and Quantitative Methods Break Managerial Economics Arrival at venue Managerial Economics Break Financial Management Arrival at venue Research and Quantitative Methods



PRETORIA

Time

Activity/Module

07h30 – 08h00 08h00 – 10h30 10h30 – 11h00 11h00 – 14h00





31

POLOKWANE

EAST LONDON

Break Human Resources Development


Activity/Module SEMESTER 1 WORKSHOP 1 Arrival at venue Orientation Break Strategic Marketing Management

SUNDAY Arrival at venue Information and Knowledge Management Break Operations Management WORKSHOP 2 SATURDAY Arrival at venue Strategic Marketing Management Break Human Resources Development SUNDAY Arrival at venue Information and Knowledge Management Break Operations Management WORKSHOP 3 SATURDAY Arrival at venue Strategic Marketing Management Break Human Resources Development


Activity/Module

Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management




Time 07h30 – 08h00 08h00 – 10h30 10h30 – 11h00 11h00 – 14h00 14h00 – 14h30 14h30 – 17h30 07h30 – 08h00 08h00 – 11h00 11h00 – 12h00 12h00 – 15h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 08h15 – 08h30 08h30 – 12h30 12h30 – 13h00 13h00 – 17h00 07h30 – 08h00 08h00 – 12h00 12h00 – 13h00 13h00 – 17h00 08h15 – 08h30 08h30 – 12h30


PIETERMARITZBURG Activity/Module

Arrival at venue Orientation Break Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development Arrival at venue Information and Knowledge Management Break Operations Management Arrival at venue Strategic Marketing Management Break Human Resources Development

PORT ELIZABETH



32

NAMIBIA





ZAMBIA

Time

Activity/Module

07h30 – 08h00 08h00 – 10h30 10h30 – 11h00 11h00 – 14h00





BOTSWANA



33

SWAZILAND





34

NOTE: (1) Due to unforeseen circumstances, workshop dates, venues, times and facilitators are subject to change without prior notice. (2) Please call our offices to confirm the schedule for your specific venue 2 days prior to the workshop. (3) Students are therefore reminded to carry all study material on the 1st day of the workshop. (4) Please read all relevant modules prior to attending workshops in order participate in the discussions. (5) Students are reminded that work on assignments should commence prior to the workshops. (6) Students are allowed and are encouraged to attend second semester workshops even if they were unsuccessful in one or more first semester modules or without having their first semester results. (7) While attendance at workshops is not compulsory, it is advisable that you make use of the opportunity to interact with academic faculty and fellow students.



35

8. ASSIGNMENTS 8.1 SUBMISSION 8.1.1 Rules regarding the submission of assignments and projects Refer to the Institutional Rule Book for detailed information on submission of assignments. Should you have any queries please contact: Student Support Services: [email protected] Tel: +27313007200. Projects are subject to the same rules and methods of submission as assignments. THE FOLLOWING IS A STEP-BY-STEP GUIDE TO UPLOADING AN ASSIGNMENT OR PROJECT STEP 1 Log in to www.mymancosa.com

STEP 2 Login using your student number as user name and password.



36

STEP 3 Go to My Information Click on Assignment Upload

STEP 4 You will come to an Assignment Rules page. Read all the rules, go to the bottom of the page and click on the box ‘I acknowledge and accept the above rules’ then click on ‘Proceed to Assignment Upload’.



37

STEP 5 You will come to the Assignment Declaration Page Under Module Name, select the module of the assignment you are uploading.

STEP 6 Enter the number of attachments you are uploading, total number of pages in your attachments and number of questions you have answered. Then select the submission type, whether it is a first or re submission assignment



38

STEP 7 Click on the box ‘I hereby declare that this assignment submitted is an original piece of work produced by myself’ then click on ‘Continue’.

STEP 8 Click on ‘Browse’ for attachment 1 and look for your assignment and attach it. The entire assignment must be in one attachment and must include the following: Cover page, Contents page, Body of assignment and Bibliography. Only one assignment submission is permitted per module in a PDF format. No other formats will be accepted. There will be exceptions for the Information Technology and Quantitative modules where the different files need to be zipped and uploaded as one folder. There is a detailed explanation of how to compress a folder at the end of this guide.



39

STEP 9 A box will appear asking to confirm that all of the above information is true, click on ‘OK’. Note that this is not an error message.

The assignment will now take a minute or so to upload. Once your assignment is uploaded you will receive a Thank You message.



40

STEPS ON HOW TO APPLY FOR AN ASSIGNMENT OR PROJECT EXTENSION ON MYMANCOSA Step 1: Go to www.mymancosa.com Step 2: Your username and password will be your student number Step 3: Click on My Information tab

Step 4: Select Assignment Due Date Extension Request



41

ERRORS WHEN UPLOADING ASSIGNMENTS OR PROJECTS: Please note: All correspondance and error messages must be retained by the student. Failure to produce evidence of system error will lead to capping/declining of assignments.

ASSIGNMENT DUE DATE OF THE MODULE IS NOT FOUND FOR THIS INTAKE This is a registration query, please contact our MANCOSA office to rectify this.

500 – INTERNAL SERVER ERROR One of these three could be the result of the error message received: - Your assignment file size is larger than 5MB, - The assignment format is incorrect. The only formats we allow is Word (.doc, .docx), .pdf, .rtf, .txt and Zip folders. - Your Internet speed is too slow.



42

MSSQL ERROR You will receive this error if you have extra characters/symbols ( “ ‘ () [] & * # ? \ @ % = ) in your file name eg Ben’s Project Management Assignment.pdf Remove the ‘ from the name, resave and try to upload again, your assignment will go through.

ASSIGNMENT DECLINED AS YOU ARE NOT REGISTERED FOR EITHER SEMESTER 1 OR SEMSTER 2 OF THE CURRENT ACADEMIC INTAKE. This is a registration query, please contact our MANCOSA office to rectify this.



43

RE SUBMISSION OF ASSIGNMENT DECLINED DUE TO LATE RE SUBMISSION You have exceeded the due date of your re submission so the system will decline the upload.

ASSIGNMENT DECLINED DUE TO LATE SUBMISSION You have exceeded the due date of submitting your assignment so the system will decline the upload.



44

INVALID FILE FORMAT This error means that one/more of your assignment attached is in the incorrect format. The only formats we allow to be uploaded is Word documents with the extensions .doc and/or .docx .pdf .rtf .txt and Zip folders See below for an example (Attachment 2 is not in one of the recommended formats).



45

MESSAGE FROM WEBPAGE Kindly note that this is not an error message from mymancosa. This message is just the settings for the Internet (Internet Explorer) on your PC which needs to be adjusted. All you need to do is just follow the instructions given and you will be able to upload your assignment. You could also use a different browser like Firefox or Google Chrome.



46

HOW TO COMPRESS A FOLDER Step 1: Create a new folder (right click on the desktop, select ‘New’ then click on the option ‘Folder’

Step 2: Add all your documents in this folder (if you have more than one document to submit).



47

Step 3: Go to your desktop and right click on the folder. Select the option ‘Send to’ then click on ‘Compressed (zipped) folder’.



48

Step 4: This will create another file on the desktop with the extension .zip. You can now attach this file when uploading your assignments.



8.2

49

ASSIGNMENT SUBMISSION DATES

SEMESTER 1

NO MODULE

ASSIGNMENT DUE DATE

1


3 April 2017

2

Human Resources Development

12 April 2017

3

Information and Knowledge Management

21 April 2017

SEMESTER 2

4

Managerial Economics

16 August 2017

5

Financial Management

25 August 2017

6


6 September 2017

PROJECT SUBMISSION DATES

SEMESTER 1

NO MODULE

1

DUE DATE

Operations Management

12 May 2017

SEMESTER 2

2

Strategic Management

28 September 2017 49 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


50

8.3 ASSIGNMENT QUESTIONS ASSIGNMENT 1: STRATEGIC MARKETING MANAGEMENT Read the following article and complete the task below. Woolworths responds to online complaints 2016-01-25 19:37 Kaveel Singh, News24

Facebook user Anuschka Vorster Nagy posted a picture of plastic inside Frankfurters she purchased from Woolworths. (Facebook) Durban – Woolworths South Africa has responded to a complaint it received on its Facebook page in which a customer claimed she had bought a batch of Frankfurters that contained plastic when cut open. "The product has been received from the customer and is with the supplier for full investigation," Woolworths said in its response on Monday. Facebook user, Anuschka Vorster Nagy, posted a picture of pieces of what appeared to be plastic inside the Frankfurters on to Woolworths' Facebook page at the weekend. In the post she said, “I am a regular customer at Woolies. Imagine my horror when I found this embedded in my Frankfurters. Which by the way is what I give my kids for lunch. “Logged a complaint on Monday and still to date no action and no collection from Woolies. Shocking!!! Not only is this a health risk but they are meant to be a premium brand store.” The post garnered widespread support and prompted many to add to the fray by listing their own complaints. http://www.news24.com/SouthAfrica/News/woolworths-responds-to-online-complaints-20160125

Woolworths service: News24 Users speak out 2016-01-25 09:37 A Woolworths customer recently found plastic inside the Frankfurters she purchased at the store. She took to social media to share her finding. After News24 reported on what happened, News24 Users shared their customer service experiences with the retailer. 50 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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Few complaints get dealt with and not even a courtesy phone call would you get from them. The quality is not what it used to be either, especially if you are told on their label, "eat the cheese within 3 days". Cheesy' I'd say. Unacceptable poor quality for the prices we pay. Arrogance? Absolutely! Contact our useless, couldn't-care-less customer service who says sorry ...next please. Jane Mead I had a very unpleasant experience last year in that we found a large cockroach in one of the pizzas my little boy was about to eat! He asked me why there were pieces of olive in his pizza! I checked and found one dead, fat cockroach!! Have never bought another pizza from Woolies nor will I. Paul Stones Have complained via email and telephonically to Woolworths on a couple of occasions and they don't have the decency to address the problem or give feedback. They are ARROGANT ! Fed Up I am a South African but only live in Johannesburg for half the year (the rest of the year is spent in the USA). We shop at Woolies every day (spending R500+). I have often bought milk which is off despite the Use Before date indicating otherwise, cheese platters which tastes fizzy despite said Use Before dating indicating so. Our South African residence is 700m from the Woolies. We don't have the time but fortunately, we have the money to say 'this battle isn't worth our time'. But I can testify that this does indeed happen. Woolies isn't the premium and flawless brand that South Africans portray. They're better than all of the retailers but they have many flaws. Maybe it is us who expect too much of them? Ricardo da Costa My wife at a Woolworths store, bend down to get an item. A sign was sticking out with a metal border; she got up and cut her whole head open. We contacted them and they made us out as liars even after supplying doctor’s letters and the manager on duty, being shown the injury at the store at the time of the incident. We then also found worms in a salad a while later, but due to our previous experience just left it. Marius Korff



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Upon my return from an international trip I went to Woolworths at O.R Tambo to get a takeaway coffee. What I thought was a milk clot ended up being a fly in my coffee. It's made "fresh". Maybe the ingredients were not so fresh. Janine Brand I recently read your story of Anuschka Nagy who found plastic in her woolworths Frankfurters and remembered that I have had a similar experience. This happened last year sometime, however I kept photos of this. I bought one of those 8 pack beef patties and after cooking found small pieces of blue plastic embedded in two of the patties. Due to my busy work schedule I never reported it to Woolies until I remembered about it now. Johann Badenhorst http://www.news24.com/SouthAfrica/News/

Task: Based on the article above, as a marketing consultant to Woolworths advise management on the way forward to revitalise, sustain and grow the brand. Your report must cover these areas list below and follow the format given. 1. Situation analysis: a synopsis on the current situation of the brand and the retail market 2. Analysis on the current positioning of the brand in the market and in consumer’s minds in relation to the company’s current positioning 3. Current challenges facing the brand, the impact on the brand and recommended strategies 4. Marketing strategy going forward using the various Ps and marketing fundamentals to address these three areas stated below: a) Revitalize the brand b) Sustain the brand c) Grow the brand’s market share 5. Action Plan FORMAT OF THE REPORT: 1. Title page 2. Table of contents 3. Introduction 4. Marketing Objective of the Report (3) 5. Situation analysis (20) 6. Woolworths’ current positioning (12) 7. Current Challenges Woolworths is facing, the impact on the brand and strategies to address the challenges (15) 8. Marketing strategy going forward (35) 9. Action plan with evaluation& control metrics (10) 10. Conclusion 11. References ** Note: 5 marks are for referencing, formatting, language and presentation.



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Assignment Guidelines: 1. The assignment content (excluding index, cover page and appendices) should not exceed FIFTEEN (15) A4 format pages, typed at 1,5 spacing, 12-character font, and 2,5 cm margins. You will be penalised for non adherence to guidelines. 2. Accompanying your assignment must be a bibliography consisting of all the sources that you consulted. Use the Harvard method of referencing. You will be penalised for incorrect referencing. Wikipedia etc is NOT ALLOWED. 3. The assignment has particular FOCUS ON THE APPLICATION OF MARKETING THEORY AND PRINCIPLES WITH STRATEGIC MARKETING MANAGEMENT PERSPECTIVE. A document that can be present to the Board of Directors. 4. You are encouraged to think creatively, strategically, analytically, holistically and out of the box.



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ASSIGNMENT 2: HUMAN RESOURCES DEVELOPMENT Read the following care study and answer the questions that follow Acorn Established in 1992, Acorn is an award-winning business that is now Wales’ leading recruitment and training organisation, with an annual turnover of just under £100m. With offices across South Wales, the West Country, North Wales, Scotland and the North West of England the company places 5500 permanent placements each year. It is a previous winner of both best regional recruitment firm and best national firm at the Professional Recruiter Awards. Acorn’s Learning & Development Division is highly regarded throughout the UK for its employer-led approach to training, learning and development solutions. Its team of 30 training and development professionals deliver training to over 3000 individuals per annum. The company has a particularly strong reputation in the area of Management Development and the following case study outlines how Acorn has worked very closely with a large leisure resort employer to deliver a management development programme. ‘The programme is typical of the innovative approach taken by Acorn to meet an employer’s needs’ explains Sarah John, Acorn’s Commercial Director. ‘In today’s global economy businesses are under constant pressure to perform effectively to retain their competitive edge. As a consequence of ever-changing demands the quality of managers has become pivotal to the performance and long-term success of an organisation. This client recognised that to achieve a strong market position they needed to invest in the development of their people. We responded by developing a bespoke approach to ensure the client received the exact level of support and guidance required. The challenge we faced was that the future business plans for the client required senior personnel not only to possess practical management skills but these skills had to evolve to meet changing business needs. Therefore, in partnership with the client we were commissioned to design and deliver a development programme for senior managers geared around achieving the client’s business objectives within a very dynamic market. It was agreed with the client that key performance indicators had to be built in to the development programme in order to measure achievement of objectives and to assess the impact of the programme on business performance.’ This process took four meetings and involved four training and development consultants over a two month period. ‘It was crucial to get the programme’s objectives right’, continues Sarah. ‘After much discussion and consultation, which involved interviewing ten senior managers at the client organisation, we arrived at four key objectives.’ Programme Objectives 1. To provide Senior Managers with the essential skills to develop operational teams in order to achieve individual, departmental and corporate objectives. 2. Identification of on-going training needs to ensure effective use of management resources by developing the skills of middle management. 3. Development programme to support the corporate culture of attracting and retaining quality staff. 4. Programme to be tailored to accommodate the demanding work schedule of the Senior Managers involved. ‘The client recognised that training and development is a key business driver directly affecting the company’s performance’, explained Sarah. ‘We used our expertise in this area to design a management development programme that focuses on enhancing the practical and relevant skills that are needed to take the organisation forward. We ensured that the programme was aligned with company objectives and that the client’s investment in its management team would deliver a tangible return on investment. This was, and had to be, a very business-driven process – i.e., linked to the business plan, corporate objectives, and the skills development plan. Following clarification of the client’s requirements, in terms of identifiable business needs, 54 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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it was possible to identify three key themes. These were managing change, managing self and managing resources. To assist with the detailed design it was agreed with the client to analyse the learning styles of the managers who would be attending the programme. This was done by issuing “Personal Styles” Questionnaires. This then enabled us to produce a modular programme that reflected managers’ learning preferences. This has the advantage of ensuring that the trainers can tailor the delivery of the programme to have maximum impact on the delegates. As part of our service we always research possible sources of funding, such as the Welsh Assembly Workforce Development Plan, Sector Skills Council and Business in Focus. Very often there is support available for up to 50 per cent of the cost of commercial delivery, although maximum funding is only usually available for accredited programmes, such as those involving national vocational qualifications. Once the programme was designed and agreed it was rolled out on-site. We developed a flexible approach to the delivery of the programme to accommodate the client’s business needs. All modules were delivered on site and included role play, case studies and practical assignments, which were all linked to business issues and objectives. In total there were 12 modules, each lasting one day. So, for a typical manager the whole programme took twelve months to complete. Evaluation and review was at the end of each module using ‘End of Module’ Evaluation form linked to key performance indicators or KPIs. These were then collated and reported in graphical format. At the same time future requirements were identified. In terms of the results of the programme, Sarah explains that ‘Managers acquired a portfolio of skills enabling them to manage change, cope constructively with conflict, develop and motivate their teams, delegate effectively and solve problems effectively. Skills were immediately converted into practical experience within the business and action plans were used to enable managers to achieve business objectives. What was particularly noticeable was that it increased individual performance and satisfaction levels resulting in improved team work. More generally, the corporate culture and values were both developed and reinforced. The programme highlighted the client’s commitment to long-term career pathways and enabled better succession planning. There was a review of internal systems identifying areas for improvement and sharing of best practice, for example, the development of an integrated customer service strategy. ‘Overall’ concludes Sarah, ‘by investing in the development of senior personnel the client has been able to cascade the training internally through coaching and mentoring the next management tier. This has led to a culture of continued learning and development within the organisation’. QUESTION 1 (35) Making reference to the case study above, examine the significance of assessing training needs in relation to the business plan especially in contributing to the design of the management development programme. QUESTION 2 (35) Drawing upon relevant theory, concepts or models to support your answer, evaluate the extent to which Acorn adhered to good design practice in the design of the management development programme. QUESTION 3 (30) Provide detailed recommendations for Acorn to ensure the successful institutionalisation of their learning strategy into the organisational culture.



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Assignment Guidelines  Word limit: Approximately 5000 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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ASSIGNMENT 3: INFORMATION AND KNOWLEDGE MANAGEMENT SECTION A Read the extract below and answer the questions that follow.

(60)

Knowledge management in eBusiness and customer relationship management Knowledge management is a prerequisite for eBusiness and its increasing customer centric focus. To operate in an eBusiness environment, an organisation has to command good knowledge of its markets, customers, products and services, methods and processes, competitors, employee skills and its regulatory environment. This is due to the fact that organisations can, with the advent of eBusiness, do business electronically, seamlessly across the globe, via the Internet and via intranets. This has caused an explosion of the richness and reach of information and knowledge. Knowledge management systems are now essential to ensure that value is extracted from knowledge internal and external to the organisation. eBusiness also broadens an organisation's customer base due to the possibility of operating globally through electronic means. Customer relationship management in the global and digital economy has, therefore, forced organisations to rethink the ways in which they build relationships with a broadened customer base. Customer relationships cannot take place without knowledge management. To enable organisations to become more efficient and effective in delivering products and/or services to customers, thus creating customer delight, knowledge on customers will have to be managed to ensure that the services organisations provide are those that will address customer needs. Knowledge management is, therefore, an integral part of customer relationship management and eBusiness. QUESTION 1 (20) Based on a company of your choice, examine the roles of Knowledge and Information Management in the company and its impact on customer relationships. QUESTION 2 (20) If it is accepted that KM is an integral part of customer relationship management and eBusiness, then it can be assumed that many if not all businesses must strive to improve their KM systems to achieve this. Select a business with which you are familiar, and provide a reasoned analysis as to the improvements that this organization must accomplish to improve and enhance its customer relationship management and eBusiness. QUESTION 3 (20) Although the apparent advantages are boundless, KM systems cannot be regarded as simple to execute, Prepare a critical analysis of the challenges to achieving comprehensive and effective implementation of KM systems in two contrasting industries of your choice. SECTION B (40) QUESTION 4 (20) Critically evaluate the major debates surrounding Big Data analysis and provide key recommendations/ strategies to companies to ensure they utilize Big Data to their advantage. QUESTION 5 (20) Critically analyse the popular security challenges that organizations may experience with the implementation of any digital information system and discuss the frame of reference by which data integrity may be preserved. Use suitable examples to strengthen your discussion.



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ASSIGNMENT 4: MANAGERIAL ECONOMICS SECTION A Read the case study below and answer the questions that follow.

(50)

PROGRESS IN THE STRUGGLE FOR MORE MEANINGFUL DEVELOPMENT: BRAZIL There are two faces of development in Brazil. World-competitive industry co-exists with stagnant, protected sectors. Modern agriculture co-exists with low-productivity traditional practices. But Brazil is in the midst of a spurt of economic development that might herald a lasting transformation for a country often considered synonymous with inequality and unmet potential. Economic growth has returned, health and education have improved markedly, the country’s democratization has proved durable, and inequality-among the highest in the world-has at long last started to fall. But there is still a long way to go to achieve genuine development in Brazil. Many Brazilians have been frustrated with the uneven pace of development and are known for telling selfdeprecating jokes such as “Brazil is the country of the future and always will be.” Brazil has even been cited as an example of a country that has experienced “growth without development.” But despite huge inequities, Brazil has made economic and social progress and should not be tarred with the same brush as countries such as Pakistan, Saudi Arabia, or Gabon that have had less social development for their levels of growth and investment. Extremely high economic inequality and social divisions do pose a serious threat to further progress in Brazil. But there are growing reasons to hope that Brazil may overcome its legacy of inequality so that the country may yet join the ranks of the developed countries. Brazil is of special interest in part because its growth performance from the 1960s through the early 1980s was the best in Latin America, with at least some parallels with East Asian export policy and performance, although Brazil had a larger role for state-owned enterprises, much lower education and other social expenditures, and much higher inflation. Brazil’s performance is followed widely in the developing world, as it is the largest and most populous country in Latin America; with some 193 million people, it is the world’s fifth-largest country in both area and population. Brazil is consolidating its role as the lead country in the Latin America and Caribbean region; it is a key member of the G20 leading economies addressing the aftermath of the financial crisis; and one of a group of developing countries pushing for fairer international trade rules. It is one of four influential countries referred to by financial analysts of emerging markets as the “BRICs” (Brazil, Russia, India, and China). Although over two decades of military rule ended in Brazil in 1985, an ongoing debt crisis, years of stagnant incomes, and extremely high inflation followed. It took drastic policies to reduce inflation, and incomes continued to stagnate in the aftermath. The 1980s and the 1990s have been described as “lost decades” for development. So the recent signs of palpable progress, especially since about 2004, have been welcomed with relief and growing enthusiasm among many Brazilians. Although the country remains politically divided the centre-left and the centre-right, a striking convergence has been achieved on policies agreed to be necessary for equitable and sustained growth, ranging from active poverty reduction programs to relatively orthodox monetary policies. The economy has been booming, in part due to commodity exports to China, including soya beans and steel. One persistent worry is whether the economy could continue to grow rapidly if commodity prices, which have been much higher in recent years, revert to their very long term trends for decline. But despite the nation’s early and now resumed growth, other indicators of development in Brazil lagged, eventually undermining growth prospects. Benefiting from much higher incomes than Central American countries and spared the destructiveness of civil war, Brazil, it would seem, should have been in a much better position to fight extreme poverty and improve economic equity and social indicators. Instead, the country has continued to see a higher percentage of its population in poverty than would be expected for an upper-middle59 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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income country, and despite some recent improvement, Brazil remains one of the countries with the highest levels of inequality in the world. So how should Brazil’s development performance be evaluated and future priorities chosen? Income and Growth Growth is generally necessary, though not sufficient, for achieving development. In 2007, Brazil’s per capita income was $5,860. Using purchasing power parity, its average income was $9,270, about one-fifth of that of the United States but more than eight times that of Haiti (World Bank data). Growth has been erratic, with substantial swings over time. Data for growth of gross domestic product (GDP) per capita are sometimes presented for the periods 1965–1990, when for Brazil it was 1.4%, and for 1990–2000, when it was 1.5%. This appears to suggest a remarkable stability. But the former figures combine the booming years from 1967 to 1980 and Brazil’s “lost decade of development” of the 1980s. Nevertheless, performance through this period was still better than most other countries of Latin America. And in 2000– 2008, annual per capita growth rose to 2.6% (World Bank data). Brazil has had an export policy stressing incentives for manufacturing exports, as well as protections for domestic industry, with numerous parallels with Taiwan and South Korea in their earlier formative stages. Its percentage share of manufactured exports in total exports grew dramatically, reaching 57% in 1980, although it dropped dramatically during the last decade of the 1980s. Although the share of exports increased again to reach 54% by 2000, these still largely represented processed foods and ores. By 2007, this figure had fallen to 47%, reflecting in part an increase in commodity prices; manufactured exports also continued to rise. Brazil’s prolonged status as a highly indebted country was a substantial drag on growth performance, as were continued problems with infrastructure. Today, however, the Industrial, Technological and Foreign Trade Policy (PITCE) program is actively working to upgrade the quality and competitiveness of the Brazilian industry. High and growing taxes may have also slowed formal-sector employment growth. The overall tax burden increased from about 25% of gross national income to nearly 40% in the decade from 1993 to 2004. Payroll taxes are high and as many as half of Brazil’s labour force now works in the informal sector, where taxes may be avoided (and labour rights and regulation circumvented). However, Ricardo Hausmann, Dani Rodrik, and Andrés Velasco argue that Brazil does not lack for productive investment ideas, nor is concern about government behaviour the factor holding back investment. Using their decision tree framework to identify the most binding constraints on economic growth, Hausmann, Rodrik, and Velasco argue that Brazil has high returns to investment and is most constrained by a lack of savings to finance its productive opportunities at reasonable interest rates. In raising domestic savings, Hausman has emphasized the importance of “creating a financially viable state that does not over-borrow, over-tax or under-invest.” Technology transfer is critical to more rapid growth, competing internationally, and beginning to catch up with advanced countries. Brazil has made notable progress. The country is viewed as being at the cutting edge of agricultural research and extension in commercially successful export crops such as citrus and soya beans. After a disastrous attempt to protect the computer industry in the 1980s was abandoned, Brazil has begun to see the expansion of a software industry, as also seen in India. But Brazil has not absorbed technology to the degree that East Asian countries have. Social Indicators Brazil’s human development statistics compare unfavourably with many other middle-income countries such as Costa Rica and quite a few low-income countries, let alone with the advanced industrialized countries. As of 2007, Brazil ranked 75th on the United Nations Development Program’s 2010 Human Development Index, four positions lower than would be predicted by its income. In Brazil, life expectancy at birth in 2007 was 72 years, 60 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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compared with 79 in South Korea. Brazil’s under-5 mortality rate is 22 per 1,000 live births, compared with 11 in similar-income Costa Rica and just 6 in Korea (World Bank data). Although the child mortality rate is quite poor by the standards of comparable countries today, Brazil, like most developing countries, has made great progress from 1960, when its rate was 159 per 1,000. But about 7 percent of all children under the age of 5 still suffer from malnutrition in Brazil (World Bank data). Brazil suffers from a high incidence of child labour for its income level, as a World Bank study and reports by the International Labour Office have underlined. As many as 7 million children still work in Brazil, despite the country’s having officially made the eradication of child labour a priority. In the education sphere, Brazil’s officially reported adult literacy rate has now risen to 90% (independent observers have concluded that Brazil’s effective literacy is under 50%), while that of similar- income Costa Rica is 96%. Helping explain this difference, in Costa Rica, six years of school attendance are mandatory, and 99% attendance is reported. The UNDP concluded that the unequal distribution of social spending is no doubt a major factor in maintaining inequality and thus poverty. . . . The bulk of the benefits go to the middle classes and the rich. Close to a third of the poorest fifth of the population does not attend primary school. But the sharpest differences show up in secondary and tertiary education. More than 90% of the poorest four-fifths of the population do not attend secondary school, and practically none make it to universities. Only primary schools end up being relatively targeted to the poor, not because the government succeeds in targeting resources, but because richer households send their children to private schools. Public expenditures on secondary and tertiary education are very badly targeted to the poor. For scholarships—chiefly to graduate students—four-fifths of the money goes to the richest fifth of the population. In fact, with public universities offering free tuition to mostly high-income undergrads as well as grad students, the distortion is even greater. Moreover, corruption and waste limit the effectiveness of government expenditures. And the quality of primary schools in poor areas remains low. So while the persistence of poverty in Brazil is undoubtedly due in part to mediocre growth relative to East Asia or to Brazil’s potential, the most important explanation is the highly concentrate distribution of income, worsened by inequitable social spending. Development depends on a healthy, skilled, and secure workforce. Ultimately, a slower improvement in health, education, and community development can feed back to a slower rate of growth, a process that has plagued Brazilian development. A hopeful sign is the role played now in Brazil by a free press, strengthened basic rights, and a very active but peaceful political competition. These elements can be a precursor of expanded capabilities in Amartya Sen’s analysis. Poverty Perhaps the most important social indicator is the extent of extreme poverty among a country’s people. Poverty has been high in Brazil for an upper middle- income country. There has been progress; a World Bank study found that Brazil’s average per capita income grew by 220% in the high-growth years from 1960 to 1980, with a 34% decline in the share of the poor in the population. On the other hand, similarly sized Indonesia grew 108% from 1971 to 1987, with a 42% decline in poverty incidence. And some of the ground gained on poverty was subsequently lost in Brazil in the 1980s and 1990s. According to World Bank estimates, in 2005, some 18.3% of the population of Brazil lived on less than $2 per day. And 7.8% actually lived in extreme poverty, with incomes below $1 per day (World Bank, 2007 Global Monitoring Report), worse than some low-income countries such as Sri Lanka. But this may actually be an underestimate.



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According to a Brazilian government research institute cited by the United Nations Development Program, an even more shocking 15% of Brazilians have incomes of less than $1 a day. However, poverty is now falling, and the recent Bolsa Familia (family stipend) government program has received high marks for addressing poverty through its “conditional cash transfers” of resources to poor families provided that they keep children vaccinated and in school; it is similar to the Mexican Progresa / Oportunidadas program. It must also be mentioned that physical security remains a pressing problem in Brazil, with violent gangs having extensive sway. This problem can have the greatest negative impact on people living in poverty. Inequality For decades, Brazil’s inequality in income (as well as in land and other assets) has ranked among the worst in the world. High inequality not only produces social strains but can also ultimately retard growth. The degree of income inequality in Brazil is reflected in the low share of income going to the bottom 60% and the high share to the top 10% of the population. The Gini index of inequality declined from 56 in 2001 to 57 in 2005, showing that inequality can fall, often partly as a result of well-designed policies -such as Bolsa Familia. Conclusion It might be most accurate to say that Brazil has experienced some economic growth without as much social development, rather than the more blanketing “growth without development,” which applies better to a few Middle Eastern countries and some lower-income countries such as Pakistan, Gabon, and Equatorial Guinea. But continuing racial disparities, unjust treatment of indigenous peoples, lack of access of the poor to fertile land, extremely high inequality and surprisingly high poverty for its income level, and the danger that growth will prove ecologically unsustainable all mean that Brazil will have to continue its recent efforts to make social inclusion and human development, as well as environmental sustainability, top priorities if it is to resume rapid economic growth, let alone achieve true multidimensional development. Part of the explanation for high rates of income poverty and poor social indicators in Brazil is the relatively slower growth that has prevailed since the early 1980s. But a major explanation is that government social spending on health, education, pensions, unemployment benefits, and other transfers are going to the well-off, frequently to those in the top 20% of income distribution. Government policy has often had the effect of worsening inequality rather than softening it. The Bolsa Familia program is an important recent exception that has made a substantial impact in Brazil. Bolsa Familia transfers income to poor families on the condition that their children stay in school, thus providing current consumption as well as the potential of future higher earnings for families trapped in chronic poverty. In November 2002, the left-leaning labour leader Luiz Inacio Lula da Silva, known universally as Lula, was elected president of Brazil on a platform promising greater equity. This generated a lot of excitement in the country, with renewed hopes for greater social inclusion. Whether this will result remains in question; his first term saw some renewal of growth and a greater public policy focus on poverty, with some improvements in the favelas and better rural nutrition, for example, but the rate of progress on social inclusion was disappointingly slow for many Brazilians. Lula was re-elected in 2006, and the general view is that the following four years went well, and Lula’s Worker’s Party successor, Dilma Rousset who was imprisoned and tortured during military rule - won the 2010 presidential election to become the first woman to lead Brazil. But many questions remain. Can steady progress be made on the racial divide, physical security, environmental decay, poverty, inequality, high borrowing costs, needed diversification of exports, and high and inefficient government spending? If so, the outlook for Brazil is bright. th

Adapted: Todaro, M.P and Smith, S.C (2015:264), Economic Development, 12 Edition, Pearson



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QUESTION 1 (25) Perhaps the most important social indicator is the extent of extreme poverty among a country’s people. Poverty has been high in Brazil for an upper middle- income country. There has been progress; a World Bank study found that Brazil’s average per capita income grew by 220% in the high-growth years from 1960 to 1980, with a 34% decline in the share of the poor in the population. 1.1 In that regard, explain why inequality in Brazil has started to fall in the last few years. (10) 1.2 Using the given case study, critically discuss how Brazil has experienced ‘growth without development’ and recommend policies or programmes that the government of Brazil can implement to bring above growth with development. (15) (Use evidence from the case study to support your discussion) QUESTION TWO (25) 2.1 Compare and contrast the social indicators of Brazil and South Korea and comment on the country you think is doing better. (10) 2.2 Critically discuss the decision tree framework by Hansmann, Rodrick and Velasco as a tool for identifying the most binding constraints on economic growth. Posit your views on the relevance of this framework in identifying constraints on economic growth in Brazil. (15) SECTION B (50) QUESTION 3 (25) Scarcity, choice and opportunity cost can be illustrated with the aid of a production possibilities curve (PPC), also called a Production Possibilities Frontier (PPF). 1.1 In terms of the above statement, discuss the importance of the production possibility frontier (PPF) and also highlight the limitations of this model in understanding Managerial Economics. (20) (Motivate your answers with relevant diagrams) 1.2 Using your diagram in 3.1 and relevant examples from your organisation, explain the key concepts of efficiency and inefficiency. (5) QUESTION 4 Assume you have been given the following data on gasoline supply and demand. QUANTITY DEMANDED (GALLONS PER DAY) Price per gallon USD5 USD4 Al 1 2 Betsy 0 1 Casey 2 2 Daisy 1 3 Eddie 1 2 Market total ? ? QUANTITY SUPPLIED (GALLONS PER DAY) Price per gallon USD5 USD4 Firm A 3 3 Firm B 7 5 Firm C 6 4 Firm D 6 5 Firm E 4 2 Market Total ? ?

(25)

USD3 3 1 3 4 2 ?

USD2 4 1 3 4 3 ?

USD1 5 2 4 6 5 ?

USD3 2 3 3 3 2 ?

USD2 2 3 3 2 2 ?

USD1 1 2 1 0 1 ? 63

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4.1 Calculate the equilibrium price and quantity? (6) 4.2 How large a market shortage would exist if government set a price ceiling of USD2.00 (gallon per day). (4) 4.3 Assume that the oil price on the international market increases by 2%. With the aid of diagrams, discuss the type of inflation that would arise from this situation and possible strategies that can be used to manage this type of inflation. (15) (Motivate your solution with relevant diagrams)




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ASSIGNMENT 5: FINANCIAL MANAGEMENT QUESTION 1 Study the case below and answer the questions that follow:

(40)

Diversity, organic growth, acquisitions boost Ascendis

Cape Town – The strength of diversity both in products and clients has helped health and care brands group Ascendis Health [JSE:ASC] in a volatile market, according to CEO Dr Karsten Wellner. The group’s results for the year to June 2015 show increased operating profit by 69% to R362m and revenue by 74% to R2.8bn. Headline earnings grew by 53% to R209m with normalised headline earnings per share up 31% to 94 cents. The total dividend was increased 27% to 19c per share, including an interim dividend of 8c. Wellner said revenue was driven by strong organic growth through new product development and launches, as well as key acquisitions. "We have had strong product launches during the financial year and innovation. These will drive our sales forward. If you are a brand company you must constantly reinvent yourself,” said Wellner. “Because of what is happening with the rand one needs exports in hard currency to balance your imports." Ascendis has three divisions, namely Consumer Brands (nutraceuticals, complementary medicines, sports nutrition and skin care products), Phyto-Vet (plant and animal health) and Pharma-Med (prescription drugs and medical devices). Pharma-Med increased revenue by 204% to R1.2bn and accounted for 44% of total revenue. Consumer Brands grew revenue by 44% to R949m (34% of revenue) and Phyto-Vet increased revenue 13% to R620m (22% of revenue). Revenue generated from foreign markets increased by 39% to R259m. Ascendis products are exported to 52 countries and account for 9% of total sales. Wellner said Ascendis is targeting to achieve 30% of total revenue from international markets by 2017. Shortly after the end of the financial year Ascendis purchased an initial 49% stake in Spanish pharmaceutical group Farmalider for R210m. This deal increases the foreign revenue contribution of the group to 21%. “This acquisition is aligned with our international growth strategy of diversifying across different markets and increasing foreign denominated earnings,” said Wellner. 65 PROGRAMME HANDBOOK: JANUARY 2017 INTAKE


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The Scientific Group, which was acquired by Ascendis for R284m in February 2015, is being integrated into the Ascendis Medical division. Ascendis Medical is now the second largest medical device business in the country, with annual turnover in excess of R1bn. Wellner said the group's acquisition pipeline includes an ongoing search for targets in Europe, the US and Africa, while in SA there are five deals in various stages of negotiations as well as several deals in all divisions being evaluated. As for future plans, Wellner said the aim is to create a truly international company. “Internationally we will look to acquire platform companies for all our business units. Operationally our priorities are to improve margins, focus on cost control and efficiencies, accelerate growth in export sales and continue new product development and innovation to ensure our continued growth momentum,” said Wellner. He said the aim will also be to increase local or in-house production, "In the next 12 months we will definitely have more news on organic and acquisition growth internationally," concluded Wellner. http://www.fin24.com/Companies/Health/Diversity-organic-growth-acquisitions-boost-Ascendis-20150909 1.1 Identify and critically discuss the possible synergies from Ascendis Health’s recent acquisitions. (20) 1.2 Assume a current market value of R24 per share. Calculate the price earnings ratio (use headline earnings) and earnings retention ratio as at June 2015. Briefly evaluate the company’s growth prospects. (10) 1.3 “Because of what is happening with the rand one needs exports in hard currency to balance your imports." Dr. Wellner. In light of the above statement by the CEO, discuss the different types of exchange rate risks and suggest ways in which the company can mitigate these exchange rate exposures. (10) QUESTION 2 (20) Sterling Ltd needs to acquire advanced security monitoring equipment costing R500 000 to expand their facilities in order to be more competitive. The equipment can be purchased or leased. The pre-tax cost of the debt is 10% and the company is in the 30% tax bracket. The terms of the lease and purchase plans are as follows: Lease The leasing agreement would require annual end-of-year payments of R88 150 over the five years. The lessee will exercise its option to purchase the equipment for R30 000 at the termination of the lease. Purchase The cost could be financed with a five year, 15% loan, requiring four equal annual year-end payments (including interest) of R142 300 and R188 538 in the final year. The company will pay R12 000 for first two years and thereafter R15 000 for the remaining years for a comprehensive service and maintenance plan. The straight-line method of depreciation is used. The company plans to keep the machine beyond its five year recovery period. The interest payments for the respective five years are R75 000; R64 905; R53 296; R39 945 and R24 592. Required: 2.1 Determine the after-tax cash outflows and the net present value of the cash outflows under each alternative (round off to the nearest Rand). (18) 2.2 Indicate which alternative you would choose and why?

(2)



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QUESTION 3 (20) You have been appointed as a financial consultant by the directors of Franco Holdings. They require you to calculate the cost of capital of the company. The following information is available on the capital structure of the company: - 1 500 000 Ordinary shares, with a market price of R3 per share. The latest dividend declared was 90 cents per share. A dividend growth of 13% was maintained for the past 5 years. - 1 000 000 12%, R1 Preference shares with a market value of R2 per share. - R1 000 000 9%, Debentures due in 7 years and the current yield-to-maturity is 10%. - R1 100 000 14% Bank loan, due in December 2023. Additional information: 1. The company has a tax rate of 30%. 2. The beta of the company is 1.8, a risk free rate of 7% and the return on the market is 15%. Required: 3.1 Calculate the weighted average cost of capital (WACC). Use the Gordon Growth Model to calculate the cost of equity. (17) 3.2 Calculate the cost of equity, using the Capital Asset Pricing Model.

(3)

QUESTION 4 (20) Thembisa Limited (Ltd), South Africa, is a specialist manufacturer of security doors and gates. In seeking to expand its operations, it has the opportunity to acquire a Portugese subsidiary company, Cascais Ltd, or set up a new division in its home market. The relevant figures for these two options are: Set up new division at home Cost of setting up premises Cost of machinery Annual sales Annual variable cost Additional head office expenses Existing head office expenses Depreciation: machinery 10% on cost annually

Rand 45 000 000 18 000 000 25 000 000 7 000 000 1 000 000 800 000 4 500 000

Acquisition Acquire shares from existing shareholders Annual sales Annual variable costs Annual fixed costs Consultant fees

Euro 14 000 000 8 000 000 4 000 000 1 000 000 700 000

Additional information: - The project is expected to last for 10 years. - Thembisa Ltd, current cost of capital is 12%. - The Portugese inflation is expected to be below the South African inflation by 1% per year, throughout the life of this investment. -The current exchange spot rate is R16 to the Euro (€). Required: 4.1 Make all necessary calculations for the two options. 4.2 Advise Thembisa Ltd on the viability of these two opportunities.

(17) (3)



68

Assignment guidelines 1. Start each solution on a new page. 2. A spreadsheet (eg. Microsoft Excel) may be used only for the purposes of setting up tables, drawing of graphs and so forth. All solutions must be clearly shown through the use of appropriate formulae and substitution. 3. Solutions generated by software packages will not be marked. 4. No marks will be awarded if only the final answers are given. All relevant working must be shown. 5. The assignment must be typed using text font Arial or Times New Roman (size 11pt , 1½ lines spacing). 6. It is not necessary to provide references or a bibliography. Simply number each solution according to the numbering in assignment handbook. NOTE: This instruction applies ONLY to this module and NOT to the other modules.



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ASSIGNMENT 6: RESEARCH AND QUANTITATIVE METHODS You are required to develop a research proposal for the purposes of planning a project to solve a significant, business related problem or issue. You are required to identify a BUSINESS RELATED problem worth researching and gather systematic evidence to solve the problem utilising the following steps inherent to the principles of research. Your proposal should have the following headings: 1. Research Title Must be concise, summative 2. Introduction  The Introduction should be short and concise (about one paragraph).  Present basic information about the proposal itself, and what the reader can expect.  The introduction does not include quotations by other authors.

(2)

(2)

3. Background to the problem (5)  The background and introduction must set the stage for the problem to be researched. This is not a lengthy section and should not exceed a page.  The background should start with a concise overview of the research. Emphasize the importance of the proposed research. In addition, this section should attempt to convey experts’ views on the problem/opportunity under investigation.  It should provide a background to the problem/challenge that the organisation is faced with, and the context within which the research problem is situated.  There should be a logical flow from the background into the problem statement. There should be consistency and re-iteration with regards to the variables that are being investigated 4. Problem Statement (3)  Keep the following in mind when writing your research problem: o The general context of the problem area should be emphasized. o Key concepts and ideas current in the area should be highlighted. o Briefly note some of the underlying assumptions in the research area. o Describe what needs to be solved and identify the most significant issues that require exploration. o If the study is Quantitative - it is imperative that the independent and dependent variables are identified. 5. Aim of the study (2)  The aim of the study refers to the desired outcomes, or the general intentions of the research, which 'paint a picture' of your study. It should emphasize what is to be accomplished and reflect the aspirations and expectations of the research topic.  Your aim must be clear, unambiguous and concise and indicate what you intend to achieve with the research regarding the research problem/ opportunity. The aim should consist of three parts: What is being studied, how it is being studied and why it is being studied. Once again, the aim needs to flow logically from the problem statement.  This usually starts with: “The aim of this study is......”



70

6. Research Objectives (3)  The objectives of the study refers to the steps you are going to take in order to achieve the aim of your study. Simply put, the objectives use specific statements which define measurable outcomes (refer to the SMART principle) Objectives are stated as brief statements, one sentence each.  Remember, Research Aims and Objectives should: o Be concise and brief. o Be interrelated; the aim is what you want to achieve, and the objective describes how you are going to achieve that aim. 7. Research Questions  Convert your objectives into direct questions.

(3)

8. Significance of Study (2)  It is important to establish and convey to the reader to whom this research would be beneficial to i.e. your company; your business associates; or members of a grouping; or a particular region? Will it be academically important? Will it contribute to knowledge? 9. Literature Review (25)  It must become evident from the section that you have read widely.  Make sure that the literature that you do consult and write about in your research, is relevant to your research problem.  You are also advised to take care with in-text references.  Do not copy material from other authors/sources without acknowledging from where you have got the information, and this applies especially when you make a statement of fact.  Prove that the dissertation will not merely duplicate past or current research.  8-10 pages of relevant literature must be presented.  Current literature must be cited (not older than 5 years; except in the case of original authors or textbooks, or if it is thoroughly justified). 10. Research Design (8)  In this section the researcher must identify the philosophical approach underpinning the research and provide a rationale for the chosen approach.  There are two approaches to research, i.e. Qualitative and Quantitative. The choice of methodology must be motivated.  For a quantitative study, specify the type of research design you will use (e.g., experimental, quasiexperimental, correlational, cross sectional, longitudinal).  For a qualitative study, begin by specifying the type of research design (e.g. phenomenological, action research, and so forth). 11. Research Methodology Must outline:  Sampling methodology o Define the population o Type of sampling technique used (probability/non-probability) o Sample size  Data collection technique  Data analysis

(25)



71

12. Ethical Considerations (8)  A discussion on the following aspects should be considered: o Ensuring participants have given informed consent; o Ensuring no harm comes to participants; o Ensuring confidentiality and anonymity; and o Ensuring that permission is obtained.  When discussing the ethical considerations, it is important that you state how these considerations will be maintained in the current study. 13. Proposed timetable (2)  State exactly when the research process will begin and when it will end.  Ideally, the proposed timetable should be drafted with your dissertation supervisor as he/she will need to provide feedback on each individual chapter.  Approval from the research department generally takes 2-3 weeks. This period must be considered when drafting the proposed timetable. 14.    

Bibliography (3) The Harvard system of referencing must be strictly adhered to. A correctly drafted bibliography is a minimum requirement for acceptance of the research proposal. Please ensure that all sources cited within the text are included in the bibliography. Sources must be cited in alphabetical order. As a general rule, do not number or bullet sources in the bibliography.  MANCOSA requires that all students use the HARVARD SYSTEM of referencing.  Please consult with the Referencing chapter in your Study Guide in this regard.  The Harvard Referencing Generator is a useful referencing tool. You can access it online: http://www.harvardgenerator.com

15. Research Instrument  Attach your research instrument/interview schedule  Make sure its theoretically relevant  Ensure that you have consulted the Study Guide in developing the instrument

(8)

ASSIGNMENT GUIDELINES  Your assignment (excluding table of contents, cover page, diagrams, and appendices) must not exceed 3000 words.  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.  All text must be justified at each margin.  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.  Attachments: o Research Instrument



72

PROJECT 1: OPERATIONS MANAGEMENT SECTION A - OPERATIONS PROJECT

Individual project

Instructions

OPERATIONS MANAGEMENT This project is an opportunity for you to investigate operations management in practice and do carry out deeper investigations. You are expected to demonstrate further reading and investigation – and compare what you see in your own organisation (or an organisation of your choice) with what is written in the academic literature. Select an organisation of (which you have access to) and work through the following questions relating to operations within the organisation. Write a report (using headings and subheadings presented below) discussing the operations of an organisation. Make sound recommendations for improvement. This project should have researched information about a company. Learning has to take place. Merely copying company documents will not be acceptable. Consider the suggested headings below. Adopt a reasonable formal style and structure for the report. Include an executive summary, conclusions and recommendations. You do not need to look at the entire company but instead decide to focus on a particular business unit or operation. However, if you can, that is acceptable.

Quality management

(67)

Guidelines and mark allocations column.

This project should contain researched information about a company. Learning has to take place. Merely copying company documents will not be acceptable. Any student’s answers that merely present theory from the book should be heavily penalised. The theory given in this marking memo is a guideline for markers Please note that all work should be your own. Copying or plagiarism will not be tolerated and could result in no marks being awarded. If quotes or short extracts are used they should be attributed or the source of the information identified. The report should have an Executive summary introduction and a conclusion. Executive summary (5 Marks) Introduction, Conclusion & References (3 Marks)

Discus the types of costs of quality incurred by the organisation.

(3 Marks)

Critically discuss how the company aids the total quality (TQM) drive

(4 Marks)



Process Design

Aggregate Planning

Productivity and Supply chain strategy

Plant layout

73

Comprehensively suggest ways in which you can improve quality at the company

(3 Marks)

Discuss the production processes within your chosen organization.

(2 Marks)

From your reading of the chapter on process selection, consider whether or not alternative approaches might lead to improvements in the performance of the organisation.

(2 Marks)

Comment on the process type (s) used by the organisation.

(2 Marks)

Discuss how would you go about helping the organisation to make overall process improvements. Describe the demand options pursued by the organisation.

(6 Marks)

Critically discuss the capacity options undertaken by the organisation.

(2 Marks)

Discuss improvements that can be made to capacity planning for the organisation. Discuss the types of productivity ratios the company sets.

(8 Marks)

Discuss how the company can improve its productivity extensively.

(3 marks)

Outline the supply chain strategies for the company.

(2 Marks)

Suggest improvements to the current supply chain for the company.

(6 Marks)

Discuss the layout of the plant for the organisation you have chosen Evaluate how the company could improve their plant layout.

(4 Marks)

(2 Marks)

(2 Marks)

(8 Marks)



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SECTION B – SCENARIOS

(33)

SCENARIO 1 (11) A company Z has the following information given below. You have been hired to compute their tracking signal and MAD. Year

Forecast Demand

Actual Demand

1

78

71

2

75

80

3

83

101

4

84

84

5

88

60

6

85

73

SCENARIO 2 Company Z has now asked you to compute the following for them using the information provided below. (a) least squares trend line, and (b) predicted value for 2008 sales. Year (X)

Sales (Units)(Y)

1

100

2

110

3

122

4

130

5

139

6

152

7

164

(11)

SCENARIO 3 (11) Suggest TWO short-term tactical cost reduction initiatives and TWO longer term strategic cost reduction approaches that the company you chose in SECTION A can adopt to achieve an overall reduction in their costs.



75

PROJECT 2: STRATEGIC MANAGEMENT Read the case study and answer the questions that follow. Call for SAA business rescue amid fund woes Aug 11 2016 14:47 Carin Smith Cape Town - The recent High Court judgment ordering South African Airways (SAA) to pay Nationwide Airlines more than R104.6m in damages for uncompetitive practices means the national carrier now has no wriggling room left, Alf Lees, the DA's deputy shadow minister of finance, said on Thursday. He pointed out that the remaining R99m SAA can borrow against its R15bn government guarantee is not enough to meet the Nationwide judgment that is likely to amount to some R140m once interest charges are added. "R140m added to a leaked first quarter loss of allegedly R1.3bn means that SAA will in all likelihood start defaulting on creditor payments," cautioned Lees. In his view, it is a further sign that SAA should be placed under business rescue. Nationwide had to stop operations in April 2008 and is currently in liquidation. The case has been dragging on since 2001 and Nationwide's original claim against SAA was R171.5m in damages, plus interest calculated from 2010. The High Court agreed with the Competition Tribunal that SAA's behaviour from 2001 to 2005 was the biggest contributing factor to Nationwide’s loss in passenger volumes. The tribunal found that most of SAA's abuse was due to certain practices relating to the travel agent sector. "This is certain to plunge SAA into further financial disarray, necessitating the need for the airline to be placed under business rescue," said Lees. "SAA continues to cost the country and its citizens. The High Court judgment is just another nail in the beleaguered airline's financial coffin." Lees pointed out that the latest judgment against SAA has set a precedent and should be of concern to National Treasury and Finance Minister Pravin Gordhan as Comair is seeking damages from SAA on similar grounds. Comair's claim is for more than R1bn in damages. "The Nationwide liquidators will be forced to file for the liquidation of SAA should the inevitable happen and SAA is unable to honour the R140m compounded by this court order," said Lees. In his view, it can no longer be denied that SAA is bankrupt and "continues to trade recklessly". "The directors, including President Jacob Zuma’s very close friend, SAA chair Dudu Myeni, are undoubtedly in breach of the Companies Act and must be held personally liable for the losses incurred by SAA. We estimate it now amounts to some R11bn for the 2014/2015 and 2015/2016 financial years as well as for the first quarter of 2016/2017," said Lees. He said he finds it "incomprehensible that Gordhan continues to prevent SAA from being placed under business rescue so that the board can be replaced with what Lees calls "competent and dedicated people". Source: http://www.fin24.com/Companies/Industrial/da-calls-for-saa-business-rescue-amid-fund-woes-20160811

As a consultant to SAA, you have been tasked to design a turnaround strategy for South African Airways (SAA), which will ensure the state-owned enterprise secures financial sustainability and profitability within the next 5 years. The designed 5-year plan must cover the entire spectrum of challenges that SAA are facing and is not limited only to the financial elements raised in the above article.



76

The project must reflect the following components: 1. A new and improved Vision, Mission and Strategic Intent Statement; aligned to your 5-Year Plan for SAA. (15) 2. Perform a Situational & Industry Analysis on the aviation industry in South Africa which resulted in the national carrier being ordered to pay damages for uncompetitive practices. (25) 3. Based on the findings in the Situational & Industry Analysis, create Mitigating Strategies using appropriate models to address the weaknesses and gaps that have been discovered. (30) 4. Design a detailed Implementation & Control Plan based on your revised business strategy in Section 3. (23) Please take note:  7 Marks are awarded for referencing, format/presentation, coherency/integration/innovation  This project must adhere to the principle(s) of the SMART concept: (1) Specific; (2) Measurable; (3) Achievable; (4) Realistic; (5) Time-bound PROJECT GUIDELINES:  Format: Projects must be presented in 12pt Arial Font and in 1½ line spacing. The report must not exceed 30 pages.  Presentation: The Report must have a table of contents, executive summary, introduction, conclusion and references.  Only utilise the facts on South African Airways as presented in the Case Study and researched information to answer question 1, 2, 3 & 4. Your findings must be strategic, practical and implementable.  Use of Literature & Referencing: 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.  Professional Standard of Work: 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. A document that can be presented to the management board at SAA.  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 Case Study or your research findings.



77

10. EXAMINATIONS 10.1

EXAMINATION DATES AND TIMES

NO MODULE

EXAMINATION

DATE

DAY

TIME

SEMESTER 1

1

2

3


Human Resources Development

Information and Management

FINAL

30 May 2017

Tuesday

14h00 – 17h00

SUPPLEMENTARY

10 July 2017

Monday

14h00 – 17h00

FINAL

1 June 2017

Thursday

14h00 – 17h00

SUPPLEMENTARY

11 July 2017

Tuesday

14h00 – 17h00

3 June 2017

Saturday

14h00 – 17h00

12 July 2017

Wednesday

14h00 – 17h00

7 November 2017

Tuesday

14h00 – 17h00

8 January 2018

Monday

14h00 – 17h00

9 November 2017

Thursday

14h00 – 17h00

9 January 2018

Tuesday

14h00 – 17h00

11 November 2017

Saturday

14h00 – 17h00

10 January 2018

Wednesday

14h00 – 17h00

Knowledge FINAL SUPPLEMENTARY

SEMESTER 2

FINAL 4

Managerial Economics SUPPLEMENTARY FINAL

5

Financial Management SUPPLEMENTARY

6


FINAL SUPPLEMENTARY



78

10.2 EXAMINATION VENUES All students are required to register at one examination venue as per the table below two months prior to the commencement of the examination. Any changes to the registered examination venue must be completed one month prior to the examination sitting. The examination venues listed below are provisional. All examination venues will be confirmed in writing via the examination guidelines which are issued at least 1 month prior to an examination session. The confirmed venues will be available on the MyMancosa portal. EXAMINATION CENTRE CITY COUNTRY Johannesburg South Africa Durban South Africa Pretoria South Africa East London South Africa

VENUE TO BE CONFIRMED Mancosa Campus TO BE CONFIRMED Mancosa Office

Cape Town

South Africa

Mancosa Office

Polokwane Bloemfontein Nelspruit

South Africa South Africa South Africa

Edupark Bohmer Secondary School SAVF

Mafikeng

South Africa

Molopo Executive Country Lodge

Kimberley

South Africa

Hotel Savoy

Port Elizabeth

South Africa

Mancosa Office

Mthatha

South Africa

Hlalanathi Myezo Lodge

Richards Bay

South Africa

The Splendid Inn

Pietermaritzburg

South Africa

Ascot Wedding & Conference Centre

Windhoek

Namibia

Mancosa Office

Ongwediva

Namibia

NAMCOL

Lusaka

Zambia

Mancosa Office

Gaborone

Botswana

Mancosa Campus

Manzini

Swaziland

Regent Business School

Maputo

Mozambique

Instituto Superior de Relacoes Internacionais (ISRI)

Harare

Zimbabwe

Tel One Centre for Learning

Blantyre Maseru Reduit

Malawi Lesotho Mauritius

MPC Conference Centre Examinations Council of Lesotho Mauritius Examinations Syndicate

ADDRESS 26 Samora Machel Street, Durban 90 Vincent Road, Vincent, East London First Floor, Stadium on Main building, 99 Man Road, Claremont Webster Street, Polokwane Walter Sisulu Road, Universitas 35 Murray Street, Nelspruit Corner Nelson Mandela Drive and North Street 19 De Beers Road, Kimberley 8301 3RD Floor Greyville House, Corner Ring and Cape Road, Greenacres, Port Elizabeth 1 Botha Sigcau Drive, Myezo Park, Mthatha 4 The Gully (off Hibberd drive), Meerensee Richards Bay, 3901 210 Woodhouse Road, Scotsville, PMB Unit 3, Ground floor Ausspann Plaza, Dr Augustino Neto Road, Windhoek Marula Street, next to Afrika Stadt Haus Hotels 47 Independence Avenue, Civic Centre Area, Lusaka, Zambia Block 8, Plot 34546, Corner of Mmamokue Road & Dinyando Drive, Gaborone Lot 132, City Centre, Mbhabha Street, Commercial Area (Near Swazi Milling) Edifico Jat V – Rua dos Desportistas no 883, 2nd Floor Corner Samora Machel West and Hampden Street, Belvedere, Harare Kasungu Conference Centre, Blantyre 8 50 Constitution Road, Maseru Reduit, Mauritius


Mba (Nqf 9) Year 1 Ph Jan 2017

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