1

TABLE OF CONTENTS PAGE

1. How to use this Booklet 2

2. Study and Examination Tips 3

2.1 Structure of the question paper 3

2.2 Tips on how to answer different types of questions in Business Studies 4

2.3 Action verbs commonly used in the Business Studies NSC examination 7

2.4 Study Tips 9

3. Broad Topic2: Business Roles 10

3.1. Social Responsibility, CSR and CSI 10

3.2.TeamPerformanceAssessmentandConflictManagement 22

4. Check your Answers 36

5. Message to GR 12 Learners from the Writers 53

6. Thank you 54

2

1. How to use this booklet

Purpose of the study guide

• Thisstudyguidewasdevelopedtoassistyoutorespondtodifferenttypesofquestions

on the topics included in this booklet.

• Itwillassistyoutounderstandtherelevantconcepts.Forthispurpose,aglossaryof

relatedterminologyisincluded.

• Pay special attention to hints and tips on how to respond to different types of questions.

• After each topic there is an activity and you can check your answers in Section 6 of the

booklet.

• The activities are exam-type questions.

• Ifyougetanyanswersincorrect,makesureyouunderstandwhereyouwentwrong

before you continue to the next section.

Lookoutforthefollowingiconsusedinthisbooklet:

Content Activities Hints

Check your answers Key Concepts Study and Exam Tips

3

2. Study and Examination Tips2.1 Structure of the question paper

SectionA

Answer all questions.Differenttypesofshortandobjectivequestionsaresetusingvariousassessmentstylesandcoveringtheentirecontentfortheyear,e.g.multiple-choice,matchcolumns,choosethecorrect word in brackets, etc. (20 short questions x 2) 10 marks per broad topic.

40 marks

30 min

SectionB

Five questions are set and learners answer three questions.Thesequestionsaresetonallthecontentcoveredduringtheyear.Answersshouldbeinparagraphstyle.Applicableverbs,e.g.discuss,motivate,compare,differentiate,explain,etc.Case studies (scenarios) or source-based questions will be included. Focusareas:Question 2- Business EnvironmentQuestion 3- Business VenturesQuestion 4- Business RolesQuestion 5- Business OperationsQuestion6-Miscellaneous

3 x 60 =180 marks

3x30 min=90 min

SectionC

FOUR questions are set covering the entire content for the year (use scenarios).Choose any TWO of the FOUR questions. (Two questions of 40 marks each) Thesearehighercognitivequestionsthatassessinsightandinterpretationoftheoreticalknowledge.(E.g.design,plan,appraise,evaluate,etc.).Answersshouldbeinparagraphstyle. Focusareas:Question 7- Business EnvironmentQuestion 8- Business VenturesQuestion 9- Business RolesQuestion 10- Business Operations

2 x 40 = 80 marks

2x30 min = 60 min

Total300 marks 3 hours

4

Take special note of the following:

• Learnersareadvisedtorefertopage6ofthe2017ExaminationGuidelines.Thispage

outlines FOUR main topics and sub-topics of each main topic.

• Take note of main topics, which are easy to understand.

• Makeachecklistoftopicsthatarewellunderstood,astheymayassistintheselection

ofchoicequestionsduringthefinalexam.

• You need to know all sub-topics that are covered in each main topic.

• Take note of the structure of the question paper, mark and time allocation.

2.2 Tips on how to answer different types of questions in Business Studies

SECTION A

➢ How to answer multiple choice questions

• Trytoworkouttheanswerwithoutlookingatthepossibilities.

• Readthroughthestatementandalltheoptions.

• Underline the key words in the statement.

• Crossouttheoptionsthataredefinitelywrong.

• Readthroughthestatementagainandselectthemostappropriateoptionfromthe

optionsremaining.

• Write down your answer and move to the next question

• Don’tguessananswer-rathergobacktothequestionsyouarenotsureofattheend

of the paper, if there is time left.

Example:

The business enterprise has full control over the...

A market environment

B macro business environment

C microbusinessenvironment√

Dmarketingfunctionx

5

How to answer match-the-columns questions

• ReadthroughtheentirelistofstatementsinColumnAandallthedescriptionsin

Column B.

• ReadthrougheachstatementinColumnAandfindthebestmatchinColumnB.

• Tick off the answers in Column B in pencil, so that you know that one has already been

chosen.

• Crossouttheoptionsthataredefinitelywrong.

• Firstdotheonesyouaresureof,thengobacktotheonesthatyouarenotsureofand

chooseananswerfromtheremainingoptions.

• Don’tguessananswer-rather,gobacktothequestionsyouwerenotsureofatthe

end of the paper, if there is time left.

Example:

Column A Column B

1. Themanagementlevel that is responsible for operational deci-sions. B/F

2. Deals with employee/ employer grievances.E

3. Investments that allow a largegroupof people to pool their capi-tal for investment. D

4. Ideas that areoriginaland used to solvechallenges.G

A Greenpeacex

B Lowerlevel∞√

C Shares∞

D UnitTrusts∞√

E CCMA√

F Middlelevel∞

G Creativethinking√

6

SECTION B

How to answer case study, scenario or data response questions

• Lookattheheadingandthepicturestogetanideaofwhatthecasestudyisabout.

• Readthroughthecasestudycarefullyandslowlywithunderstanding.

• Read each question and underline the keyword/ verb.

• Readthecasestudyagainandunderlineeachofthekeywordsinthecasestudy.

• Nowanswerthequestions,payingspecialattentiontotheactionverbs.

• Lookatthemarkallocationasaguidetohowmanyfactsshouldbeincludedinyour

answer.

SECTION C

• Anessayconsistsofthreeparts:introduction,bodyandconclusion

Introduction

• Startwiththeword“Introduction”asaheading.

• Writeanopeningstatementthatlinkstotheinstructionsoftheessayquestion.

• Giveatleasttwomeaningfulfactstoobtainamaximumof2marks.[2x1=2]

• Do not repeat or use the words that are in the question paper, either in the

introduction or conclusion.

Body

• Breakuptheinformationintologicalparts,makinguseofheadingsandsub-headings.

• The maximum marks obtained for the body = 32 marks.

• Don’trepeatfacts-gettothepoint.

• Responses must be bulleted and in full sentences.

• Put your statements into context.

Conclusion

• Startwiththeword“conclusion”asaheading.

• Brieflysummarisethemainpointandfocusoftheessay.

• Endyouressaywithameaningfulfact–donotrepeatwhatwassaidintheintroduction

or body.

• Giveatleastonemeaningfulclosingstatement.[1x2=2]

7

Insight [LASO]

• Write the words Introduction and Conclusion to obtain full marks for layout.

• Writesub-headingsthatappearinthequestionpapertoobtainONEmarkforanalysis.

• Ensure that you write as many correct facts as you can that amount to at least 16

marks or more in the body to obtain another ONE mark for analysis.

• Write only responses relevant to the questions asked to obtain two marks for synthesis.

• Use at least TWO current examples to elaborate on facts to obtain two marks for

originality.

2.3 Action verbs commonly used in the Business Studies NSC examination

Action verbs Meaning Identify IdentifythenameoftheActfromthegivenscenario/

statement. Motivate/supportyouranswerbyquotingfromthescenario

Quoteasisfromthescenario:youwillnotbeaward-ed marks for answers that are not quoted directly from the scenario.

Justify the effectiveness Explaintheadvantagesand/ordisadvantages-thiswill depend on the nature of the question.

Explain/discuss/describe THREE/FOURfactors/criteria/stages/businessstrategies/hu-manrights,etc.

Statetheheading(2marks)andwriteanexplanation(1 mark). This is usually seen when a number of facts have beenspecifiedinthequestionandverbssuchas“explain, discuss and describe” have been used.

Outline/mention Brieflyexplaininfullsentences.Give/state Supply a one-word or two-word answer.Discuss/explain/describe/evaluate/analysethenegativeimpact

Supplynegativeresponsesonly.Thismeansonlygivethedisadvantages.

Suggest/recommend/advise Provideyourownopinionwithavalidargument.Elaborate Explain a little bit further.

Distinguish/differentiate Explain the differences between concepts.The differences/distinctions do not have to link, but the difference must be clear.

Tabulate/compare the differ-ences between two concepts

Explain the differences between two concepts and the link between them.

8

• Refertotheglossaryforspecificimportantdefinitionsofterminology.

• Toobtainfullmarksperfact,youarerequiredtowriteafactandasupporting

statement,e.g.Workersmaynotworkmorethan45hours√aweek.√

• This is applicable to Section B and C.

• Usethetablebelowasaguidetorespondingtoquestionswiththefollowingverbs:

Part marking

√........................√Two marks at end of

statement√√One mark at end of

phrase√Describe Classify GiveExplain Name IdentifyDistinguish(mayusetable) Suggest ListDiscuss Advise MentionAnalyse Propose NameElaborate Define StateShow impact Motivate/supportApply a technique OutlineEvaluate RecommendDifferentiate StateCompareTabulateJustify

9

2.4 Study Tips

• Prepareastudytime-table.Allowyourselfenoughtimeoveraperiodof4weeksand

focus on at least 3-4 topics per week.

• Getastudybuddy.Youwillbeabletoassistoneanotherwiththedifficultconcepts/

skills.

• Makeuseofthemostrecentquestionpapers(preferablyfrom2015onwards)whileyou

study a topic and test yourself.

• This will help you understand how atopic can be asked in different waysin Section B

and C.

Take note of the following aspects when using past question papers:

• Thephrasingofquestionsisnotalwaysthesame,eventhoughanswerscanbethe

same.

• Different action verbs are used to assess the same topic. Please take note of how

these verbs are used.

• Each question consists of at least two or three scenarios. Practice how to quote directly

fromthescenariowithoutincludingyourownwordsorprovidingincompletequotes.

• Learn to respond to follow-up questions that are part of the scenario, but assess your

subjectknowledge.Thesequestionsmustbeansweredindependentlyofthescenario.

• Practisequestionsthataremorelikelytorequireyouto“suggest,advise,recommend,

evaluate, analyse, justify, discuss/explain the impact”.

• Practiceansweringthosequestionsindetailtoobtaingoodmarks.

10

3.

BU

SIN

ES

S R

OLE

S

3.1

SO

CIA

L R

ES

PO

NS

IBIL

ITY,

CS

R A

ND

CS

I

SO

CIA

L R

ES

PO

NS

IBIL

ITY

•Definition

• Tr

iple

bot

tom

line

Rel

atio

nshi

p/

Link

• S

ocio

-eco

nom

ic is

sues

HIV

/AID

S/

Pov

erty

/ U

nem

ploy

men

t

•Well-beingofemployeesand

com

mun

ities

CO

RP

OR

ATE

SO

CIA

L R

ES

PO

NS

IBIL

ITY

• P

urpo

se

(n

ot fo

r CS

I)

• C

ompo

nent

s (n

ot

focu

s ar

eas)

CO

RP

OR

ATE

SO

CIA

L IN

VE

STM

EN

T

• P

urpo

se (n

ot fo

r

CS

R)

• Fo

cus

area

s

trans

late

d in

to C

SI

proj

ects

• D

iffer

ence

s be

twee

n C

SR

and

CS

I

•Impact:positivesandnegativesofC

SR&CSIi.t.o.

busi

ness

es a

nd c

omm

uniti

es

11

3.1.1 Overview

Thistopicgivesclarityonwhatsocialresponsibility,corporatesocialresponsibilityand

corporatesocialinvestmentare.Businessesneedtotakecareofthewell-beingof

employeesandcommunitieswithoutnegativelyimpactingprofitmargins.Businesses

alsoneedtodonatemoneytonon-profitorganisationsandtheyneedtoimplement

environmentallyfriendlypoliciesintheworkplace.TheseCSRprogrammescanbe

implementedthroughCSIprojects.Theseprojectsareaimedataddressingsome

socio-economicissues,e.g.HIV/AIDS,povertyandunemployment.

3.1.2 Key concepts

Term DefinitionSocial

responsibility

Anethicalviewpointthatsayseveryindividual/organisationhasanobligationtobenefitsocietyasawhole.

Corporate Businesses,firmsororganisations.

Corporate social

responsibility

(CSR)

Thecontinuingcommitmentbybusinesstobehaveethicallyandtocontributetoeconomicdevelopmentwhileimprovingthequali-tyoflifeofthelocalcommunityandsocietyatlarge.

Corporate social

investment (CSI)

The investment of corporate funds/other assets for the primary purposeofachievingsocialoutcomes.

Contemporary

socio-economic

issues

Current societal and economic factors that impact on the busi-ness,e.g.HIV,povertyandunemployment.

Triple bottom line Refers to the 3Ps that businesses should always consider in their operations,namely:PROFIT,PEOPLEandPLANET.

Sustainability Usingtheresourcesinsuchamannerthatfuturegenerationswillbe able to use them.

Well-being Caringfortheneedsofemployeesandcommunities.Demographics Statisticaldataofthepopulationintermofrace,ageandincome.

Triplebottomlineindicatesthatthebusinessfocusesonthreemainthings:people,profitandtheplanet.Businessesmustreportonthetriplebottomlineintheirfinancialstatements.

3.1.3 Relationship/link between social responsibility and triple bottom line

Profit/Economic • Triplebottomlinemeansthatbusinessesshouldnotonlyfocusonprofit/chargehigh

prices, but should also invest in CSI projects.

12

• Businessesshouldnotmakeaprofitattheexpenseofthecommunityandemployees.

People/Social

• Businessoperationsshouldnothaveanegativeimpactonorexploitpeople/

employees/ customers.

• Businessesshouldengage/investinsustainablecommunityprogrammes/projectsthat

willbenefit/upliftthecommunity.

• Improve the quality of life of their employees.

Planet/Environment

• Businesses should not exhaust resources/harm the environment for production

purposes.

• Theymaysupportenergy-efficient/eco-friendlyproducts/programmes.

• Recyclewaste,e.g.producingpackagingfromrecycledmaterial.

13

ACTIVITY 11.1 Read the scenario below and answer the questions that follow.

STF COMMUNICATIONS

STFCommunicationsissituatedinalocationwherethereisahighrateof

illiteracy.ThemanagementofSTFhasdecidedtoofferaskillsdevelopment

programmeandpart-timejobstothecommunity.TheCEOofSTF,Nancy,

mentioned that it would be easy for the company to report on the triple bottom line

inthefinancialstatements.

1.1.1 QuoteTWOsocio-economicissuesandthestrategiesthatSTFhasusedtoaddress

each of them. (4)

Use the table below to present your answer.Socio-economic issue Strategy 12

1.1.2 NameONEaspectoftriplebottomlinethatSTFisaddressing.Motivateyouranswerby

quotingfromthescenarioabove. (3)

1.1.3 Explain the relationship between social responsibility with another TWO aspects of

triple bottom line. (6)

1.2 Recommendwaysinwhichbusinessescanaddressthefollowingsocio-economic

issue:

HIV/AIDS (6)

Thewell-beingofemployeesandcommunitieshastobeexplainedsepa-rately for employees and for communities.

14

3.1.4 Advancing the well-being of employees and communities

Contributing time and effort to advance the well-being of employees

• Businessesshouldimprovethegeneralqualityoflifeofemployees,e.g.payafair

wage/provideskillsdevelopment,etc.

• Startanutritionalprogrammesothatemployeescanenjoyonenutritionalmealperday

to keep them in a healthy condition.

• Providesubsidisedhousing/accommodationfortheiremployees.

• Allow staff to use some of their work hours to participate in projects of their choice.

• Encourageemployeestostayfitandhealthybygettingtheminvolvedinhealth-related

activities to minimise stress/substance abuse/obesity.

• Providetransportforemployeeswhoworkunusuallylonghours.

• Establishcoachingandmentoringprogrammesforjunioremployees.

• Conductteam-buildingsessionstoimproveemployeemorale.

• Encourageemployeestoattendcapacity-buildingworkshops/trainingprogrammes/staff

developmentprogrammes/teamdevelopmentprogrammes.

• Offercounsellingsessionstoemployeeswhohavepersonal/emotionalchallenges.

• Any other relevant answer related to how a business could contribute time and effort to

improvingthewell-beingofitsemployees.

Ways in which a business could contribute time and effort to advancing the well-

being of communities:

• Businessesshouldimprovethegeneralqualityoflifeofemployees’familiesinthe

community,e.g.developskillsinthecommunity,investineducation,etc.

• Ensure that the product supplies does not harm consumers or the environment.

• Refrainfromengaginginillegal/harmfulpractices,suchasemployingchildrenunder

thelegalage,sellingillegalsubstances,etc.

• Makeethicalbusinessdecisions,e.g.notengageinunfair/misleadingadvertising,etc.

• ParticipateincommunityprojectsinvolvingHIV/AIDS,education,counsellingandother

meaningfulcauses.

• Donate money to a community project or run a project to uplift the community.

• Provide recreational or sport facilities to promote social cohesion and healthy activities.

15

ACTIVITY 2

2.1 Read the scenario below and answer the questions that follow.

NFT FOODS

NFT Foods is a company situated in Dendron. NFT makes sure that the

ingredientsusedinitsproductsarelistedbyweight,includingadded

water,so that customers can read this. They have a free shuttle service for

casualstaffwhoworkover-time.TheyouthinDendronusegymfacilities

sponsoredbyNFTFoods.NFTalsoallowsstafftovisitthelocalorphanage

duringworkhours.Thein-houserestaurantprovidescheapmeals.

2.1.1 Quote from the scenario above the ways in which NFT Foods contributes time and

efforttoadvancingthewell-beingofemployees.

Usethetablebelowasaguidetopresentyouranswer.Employees Communities1 1.2. 2.3. 3.

(5)

You will be expected to answer questions on the purpose of both CSR and CSI. You will also be expected to differentiate between the two concepts.

16

3.1.5 The purpose and nature of CSR and CSI

Purpose and Nature of CSR Purpose and Nature of CSI• CSRprogrammesareinternal

programmesthatbusinessesuseto

comply with laws and ethics.

• Keyareasofconcernareprotecting

theenvironmentandthewellbeing

of employees.

• Businesses seek to promote public

interest and do away with harmful

practices without the need for formal

legislation.

• Business operations address

triplebottomlinethroughCSR

programmesbyconsideringthe

impactonpeople,profitandplanet.

• CSRaimsatcreatingasafeworking

environment for employees.

• CSRprogrammesandactivities

that the business undertakes

to contribute positively to the

community in which the business

operates.CSR may take the form of

a monetary donation to support local

organisations.

• CSIaimsatcontributingtothe

sustainable development of the

immediate community.

• CSI is enforceable by law and

governmentrequiresbusinessesto

make CSI contributions.

• CSI projects play a positive role in

the development of communities.

• CSI reveals a business’ attitude

towards the community in which it

operates.

• CSIprojectsarealong-term

investment.

• The main focus of CSI is not to

increaseprofit,buttosupport

communities.

• CSI is relevant to the South African

context, where socio-economic

upliftment is a priority.

17

3.1.6 The differences between CSR and CSI

CSR CSI- Itreferstostrategiesusedbybusiness

to take responsibility for its impact on society/the environment.

- It refers to any project undertaken by a business that is not aimed directly atincreasingprofitability.

- Aimsatimprovingthequalityoflifeof employees, their families and the community in which the business operates.

- Itisregardedasadirectinvestmentinprojectsthatwillbenefitthecommunity.

- It is the way in which companies man-agetheirbusinessoperations,sothatitimpacts positively on all stakeholders.

- CSI projects are developmental in nature√andbusinessresourcesareusedtobenefit/upliftcommunities.

- The focus is on the commitment from businesstoactethic=allybycontributingto social and economic development.

- CSI focuses on how a business managesitsexpenditureonCSIprojects.

- Any other relevant answer related to CSR.Sub max (4)

- Any other relevant answer related to

CSI. Sub max (4)

TheadvantagesanddisadvantagesofCSRandCSIonbusinessesandcommunities are the same.

18

3.1.7 Impact of CSR/CSI on businesses and communities

Impact of CSR/CSI on businessesAdvantages Disadvantages

• Businesses couldattract

experienced employees or increase

the pool of skilled labour, which

could increase productivity.

• It promotes customer loyalty,

resultinginincreasedsalesand

profit.

• Programmespromoteteamwork

within the business.

• CSR/CSI helps to attract investors.

• Itgivesabusinessataxadvantage,

e.g.ataxreductionorrebate.

• It helps to retain staff/lower staff

turnover, as employees’ health and

safety are considered.

• It improves the health of its

employeesthroughfocussedCSR

programmes.

• Business may not be supported/

customers may not buy their

products/services,resultingina

decrease in sales.

• Smallandmediumenterprisesfind

itdifficulttoimplementCSR/CSI

programmes.

• Detailed reports must be drawn up,

whichcanbetime-consuming.

• Socialspendingreducesbusiness

efficiency,whichmakesthe

organisationlesscompetitive.

• Social involvement is funded from

businessprofitsthatcouldhavebeen

usedtobenefitcustomers/reduce

prices.

• CSR/CSI activities distract the

business focus from core business

functions.

• Businessesfinditdifficulttoadhere

tolegislationgoverningCSR/CSI.

• Itcanincreasefinancialrisk,as

programmescostmoneyandmay

impactnegativelyonprofit.

19

Impact of CSR/CSI on communitiesAdvantages Disadvantages• Provide jobs for unemployed

members of the community.

• Employees’ family or community

members receive bursaries to

further their studies.

• Provide rehabilitation centres

to employees and community

members who have addiction

problems.

• Improve the health of workers

andthecommunitybyproviding

medical infrastructure.

• Upliftmentofthestandardofliving.

• Businesses are not always equipped

to address social problems.

• Communitiescanavoidtaking

responsibility for themselves, because

they rely on the business CSR/CSI

initiative/hand-outprogrammes.

• Distribution of scarce resources

toselectedbeneficiariesinthe

community may cause problems such

as discrimination.

• Some businesses only participate in

CSR/CSIinitiativestoincreaseprofit

and do not really care for the

community in which they operate.

• Business cannot deliver sustainable

CSR/CSIprogrammes.

Do not confuse the components of CSR, focus areas and examples of projectsofCSI.Usethefollowingtabletoclassifythem.

20

3.1.8 Components, focus areas and practical examples of CSI projects

Components of CSR Focus areas of CSI

Practical examples of projects of CSI

• Environment/

environmental

awareness

• Ethical corporate

social investment

• Health and safety

• Corporategovernance

• Business ethics

• Employment equity

• Supply chain/

suppliers

• Customers

• Community

• Workplace and labour

relations

• Investment practices

• Community

• Rural

development

• Employees

• Environment

• HIV/AIDSprogrammes

• Feedingschemesforunder-

privilegedschools

• Sponsorship of events

• FundingCSIprogrammes

suchasrepairstobuildings,

sports events and uniforms

• Fundingforadditional

lessons, for example

MathematicsandScience

21

ACTIVITY 3

3.1 Identify the focus areas of CSI from the statements below:

3.1.1 GMTElectricalprovidesrecyclingbinsforthecollectionofplasticcontainers.

3.1.2 MAPSLtdprovidesentrepreneurialskillstowomenontheoutskirtsoftownsin

Limpopo.

3.13 TherearewellnessprogrammesatQUETradersduringlunchhour.

3.1.4 MenoFurnishersprovideslunchpacksforschoolchildreninGariep.Max(8)

ACTIVITY 4

This is an essay question. Structure is important as your essay should consist of an introduction, body and conclusion.

• Sub-headingsareimportant,astheycountforanalysis.

• Donotwriteinparagraphstyle.Usefullsentences,butinpointform.

• UsecurrentexamplesofCSIprojects&CSRprogrammestoobtainmarks

fororiginality.

• Avoidrepeatingthequestioninboththeintroductionandconclusion.

(Remember:nomarksforrepetition.)

• Makesurethatyourresponsesarerelevanttothequestionyouhave

been asked, in order to obtain marks for synthesis.

NBusinesses have a responsibility to enhance the quality of life of employees and

communitiesthroughCSRandCSIprojects.

• Outline the purpose and nature of CSR.

• DistinguishbetweenCSRandCSI.

• AnalysethenegativeimpactofCSIonbusinesses.

• Recommendwaysinwhichbusinessescancontributetimeandefforttoadvancingthe

well-beingofemployeesandthecommunity.

22

3.2.

TE

AM

PE

RFO

RM

AN

CE

AS

SE

SS

ME

NT

AN

D C

ON

FLIC

T M

AN

AG

EM

EN

T.

BU

SIN

ES

SR

OLE

S

Conflict

reso

lutio

n te

chni

ques

Cau

ses

of

conflict

Ass

ess

self

and

team

according

to te

am c

riter

ia/

char

acte

ristic

s fo

r su

cces

sful

te

ams

Iden

tify

and

expl

ain

the

stagesofteam

deve

lopm

ent

The

impo

rtanc

e of

team

dyn

amic

s th

eorie

s in

understanding

team

pe

rform

ance

The

natu

re o

f ea

ch te

am

dyna

mic

theo

ry

Conflict

Managem

ent

Strategiesfor

dealingwith

difficultpeople

Cor

rect

pr

oced

ures

to d

eal

withgrievances

Team

P

erfo

rman

ce

Forming

Bel

bin

Rol

e Th

eory

Stoming

Norming

Jungian

Performing

MTR

i-ap

proa

ch

Adjourning

Margerison-

McC

ann

23

CONTENT TOPIC: BUSINESS ROLES

TEAM PERFORMANCE ASSESSMENT AND CONFLICT MANAGEMENT

4.2.1 Overview of the topic

Itisexpectedthatyouwillbeabletomakerecommendationsfromgivenscenarioson

how teams can work collaboratively with others. You should be able to assessyourself

andothersusingthecriteriaforasuccessfulteam,andidentifyandexplainthedifferent

stagesofteamdevelopmentfromgivenscenarios.Youshouldalsobeabletoexplain

thenatureofeachteamdynamictheoryandallocatetasksaccordingtotherolesof

teammembers,thereforedescribingtheimportanceofteamperformance.Whenpeople

workinteams,conflictislikelytooccur.Itisimportantthatmanagementshouldhave

therequiredskillstodealwithconflictandgrievances.Youareexpectedtoidentifyand

discussthecausesofconflictfromgivenscenarios,andtoapplytheconflictresolution

steps.Itisarequirementthatbusinessesshouldknowhowtodealwithdifficultpeople

and personalities.

3.2.2 Key concepts

Team Agroupofpeoplewhoworktogethertoachieveacommongoal.

Teamwork Interactionwithteammemberstoachieveacommongoal.Team dynamics Thewayinwhichteammembersworktogetherinagroup.Forming Teammembersgettoknoweachotherandaccepttheirrolesin

the team.Storming Team members confront each other with their different ideas.Norming Teammembersaccepteachotherandsetcommongoalsandval-

ues for the team.Performing Teamsbeginachievingtheirgoals.Adjourning Team members have to leave a team after completion of the

tasks.

24

Team dynamic theories

Theseassistintermsofhowtoallocatetasksaccordingtotheroles of individual members.

Belbin Role Theory

The focus is on behaviour and the interactionbetween team mem-bers.

JungianTheory Itdividespeopleintotwopsychologicalgroups.MTRiapproach It focuses on the skills of team members.Margerison-Mc-Cann

It focuses on team members’ preferences.

Conflict Adisagreement/aclashofopinionsintheworkplace.Grievance A formal complaint laid by an employee ifhe/she feels that he/she

has been ill-treated by the employer.Mediation Themediator(neutralperson)willworkthroughtheprocesswith

the parties in order to help them reach a satisfactory resolution.Themediatorgivessuggestionstosolvetheproblem.(Thesearenotbinding.)

Arbitration Thearbitratorisagreedtobybothparties,andhearseachsideofthesituationandthenmakesafinaldecision.Thearbitrator’sdecisionisfinalandbinding.

4.2.3 Criteria for successful teams

Characteristic DescriptionInterpersonal attitudes and behaviour

• Haveapositiveattitudebysupportingandmotivating

co-team members.

• Have a positive attitude and passion to achieve team

objectives.

• Theremustbeclearobjectivesandagreedupon

goals.

• Teammembersmustbecommittedtoachieving

team objectives.

• Theteamleadershouldacknowledgemembersfor

their positive contributions.

25

Shared values/ mutual trust and support

• Shows loyalty and respect towards team

members,their despite differences.

• Showsrespectfortheknowledgeandskillsofother

team members.

• Performteamtaskswithintegrityandresponsiblyby

meetingteamdeadlineswiththenecessary

commitmenttoteamgoals.

• Team members trust one another. Communication • Speaks clearly and listens attentively.

• Communicates with team members and allows for

feedbacktobegiven.

• Encouragesdiscussionabouttheproblemsothat

solutions can be found.

Co-operation/ collabo-ration

• Willingnesstoco-operateintheteamtoachieve

team objectives.

• Willingnesstoco-operatewithmanagementto

achieve team and business objectives.

• Agreeonmethodstogetthejobdoneeffectively

withoutwastingtimeonconflictresolution.

• Allmemberstakepartindecision-making.

26

ACTIVITY 1

1.1 You are part of the ‘Data Driven’ project team. The success of this project depends on

the effectiveness of the team. Discuss any THREE criteria for successful teams. (9)

4.2.3 FORMING STORMING NORMING PERFORMING ADJOURNING

Team gets acquainted and establishes ground rules.

Members resist control by group leaders and show hostility.

Members work together, developing close relationships and feelings of fellowship.

Team members work toward getting the job done.

Team may disband afterachieving itsgoals or because members leave.

• Membersunsure of their role.

• Membersstillneedtogetto know each other.

• Goalshavenotyet been clearly set.

• Team must still produce its mission statement.

• Membersneedto become committed to thegoals.

• Muchdiscussion still has to take place.

• Membersareable to show their individual personalities andgivetheiropinions.

• Creatingthemission state-ment can lead tosomeconflictand differences of opinion.

• Conflictisanessential part of the process of team devel-opment.

• Someresig-nations from the team can occur.

• Muchcom-munication is needed be-tween mem-bers.

• Frustration can lead to impa-tience with fel-low members.

• Leader has to maintain con-trol.

• Procedures and waysofoperatingare laid down.

• Conflictsareresolved.

• Team starts to cometogether,becomes tolerant andrecognisessimilarities not differences.

• Concentrate on quicklyresolvingany problems.

• Membersacceptthat any diversity can be of value.

• The style of the teamemerges.

• Membersdevelopafeelingofunity.

• Team members are aware of the strate-giesandaimsoftheteam.

• They have direction without interference from the leader.

• Processes and structures are set.

• Leadersdelegateand oversee the processes and pro-cedures.

• All members are now competent, au-tonomous and able to handle the deci-sion-makingprocesswithout supervision.

• Differencesamongmembers are appre-ciated and used to enhance the team’s performance.

• Teammembersfindways to complete tasks without con-flict/externalsupervi-sion.

• Any other relevant answer related to workingasateamtowardsagoalasastageinteamdevel-opment.

• The focus is on the completion of the task.

• Breakinguptheteam may be traumatic, as members may finditdifficulttoperform as indi-vidualsagain.

• All tasks need to be completed before the team moves on to another task.

27

ACTIVITY 2

2.1 Choose the correct answer from the options provided.

2.1.1 Apowerstruggleforthepositionofteamleaderoccursinthisstage

A storming

B norming

C forming

D mourning

2.1.2 Thestageinteamdevelopmentwhenteamsworktogethereffectivelyasaunitis

called:

A forming

B storming

C norming

D performing

2.1.3 Thestageinteambuildingwhenmembersresistworkingtogether:

A norming

B storming

C forming

D performing

2.1.4 Teammembersgatherinformationandimpressionsabouteachotherinthisstageof

teamdevelopment:

A adjourning

B storming

C norming

D forming 4x2(8)

2.1.5 IdentifythestageofteamdevelopmentapplicableinEACHofthefollowingstatements:

2.1.5.1 Team members question each other’s ideas and opinions.

2.1.5.2 The team has direction without interference from the leader.

2.1.5.3 Team members are comfortable with and learn more about each other.

2.1.5.4 Teammembersarenotcomfortableworkingalone. (8)

28

4.2.4 Nature and importance of team dynamic theories

The nature of team dynamic theories

Theory NatureBelbin Role Theory This theory is based on nine team roles that focus on the inter-

action betweenteam members. Success has more to do with the behaviour of team members than to do with intellect or skill.

JungianTheory • Dividespeopleintotwopsychologicalgroups,namely

introverts and extroverts.

• Peoplewillactinacertainway,accordingtotheirfunctional

andpsychologicaltype.ManagementTeamRoles inventory (MTR-i)approach

Thisapproachisbasedon:

• Roles that people play in a team.

• Skills people contribute.

• Forces created by interaction between members.Margerison-McCannTeamManagementSystems

Margerison-McCannTeamManagementProfileexplainshowpeople’s preferencesinfluencetheirapproachtotheirjobsandtheir performance as team members.

The importance of team dynamic theories in improving team performance

• Team dynamic theories explain how effective teams work or operate.

• Businessesareabletoallocatetasksaccordingtotherolesofteammembers.

• Teammemberscanmaximiseperformance,astasksareallocatedaccordingto

abilities, skills, attributes and personalities.

• Teammemberswithsimilarstrengthsmaycompetefortasksandresponsibilitiesthat

best suit their abilities and competencies.

• Theories assist team leaders to understand the personality types of team

members,whichmeansthattaskscanbeassignedmoreeffectively.

• Conflictmaybeminimisedwhenteammembersperformdifferentroles.

• Teams perform better if members know what is expected of them.

• Team leaders need to understand the personality types of their team members, so that

theyassigntasksthatsuitmembers’personalitytypesandattitude.

29

ACTIVITY 3

3.1 Choose the correct answer from the options provided.

3.1.1 Team dynamic theories help businesses to …

A allocate tasks to team members with similar personalities.

B establishgoodrelationshipswithteams.

C promote total satisfaction.

D allocatetasksaccordingtotherolesofteammembers.

3.1.2 Thistheoryassumesthatsuccessfulteamperformanceisinfluencedbythebehaviour

of team members.

A Jungian

B Belbin

C McCain

D MTR-i

3.1.3 Ithelpstoallocatetasksaccordingtorolesofindividualmembers.

A Totalqualitymanagement

B Team dynamic theories

C Quality control team

D Triple bottom line

(6)

3.2.4 Elaborateontheimportanceofteamdynamictheoriesinimprovingteamperformance.

(6)

3.2.5 ConflictManagement Causesofconflict

• Lackofcommunicationbetweenemployerandemployee,e.g.managementmakes

changeswithoutinformingemployees.

• Differencesingoalsandobjectives,e.g.differencesinvalues/vestedinterest.

• Personnelmatters,e.g.unhealthyworkingconditions/stressfulworkingenvironment.

• Unequaltreatmentofemployees,e.g.whenmanagementfavourscertainemployees.

• Personalityclash,e.g.whenpeopleofdifferentpersonalitiesfailtoworktogether.

30

• Discriminationintheworkplace,e.g.discriminationagainstworkersbasedongender,

raceorreligion.

• Differencesinvalues,e.g.anemployeewhorefusestoworkovertimebecausehe

wants to attend to his personal matters.

• Differentmanagementstyles,e.g.autocraticvsdemocratic.

• Inadequate/unclearpolicies,e.g.uncertaintyamongstworkers.

• Competingforresources,e.g.limitedfinances,equipment,etc.

• Unfairdistributionofresources,e.g.favouritism.

• Poorinterpersonalrelationsbetweencolleagues,e.g.members,groups,departments,

other businesses and suppliers.

• Pressurefromdifferentstakeholders,e.g.shareholdersvsunions.

Donotconfusetheconflictresolutionstepswithagrievanceprocedureorproblem-solvingsteps.

3.2.6 Conflictresolutionsteps • Meetwiththepartieswhoareinconflict.

• Acknowledgethatthereisconflictbetweentheparties.

• Identifythecauseoftheconflict.

• Arrangeameetingbetweenthetwoparties.

• Minutesofthemeetingmustberecorded.

• Devisestrategiestoresolvetheconflict.

• Setatimeframeforresolvingtheconflict.

• Prepareamemorandumofunderstandingthatwillbesignedbytheemployeeand

management.

• Findawayforwardbyrequestingpartiestoadheretoamemorandumof

understanding.

Rememberthatconflictinvolvestwoormorepeople,butonlyonepersoncanlodgeagrievance.

31

3.2.7 Grievance procedure

Step 1 • Anaggrievedemployeemustverballyreportthegrievancea

supervisor/manager,whoneedstoresolvetheissuewithin3to5

workingdays.Step 2 • Should the employee and supervisor not be able to resolve the

grievance,theemployeemaytakeittothenextlevelofmanagement.Step 3 • Theemployeemaymovetoamoreformalprocess,i.e.thegrievance

mustbelodgedinwritingoragrievanceformcompleted.Step 4 • The employee must receive a written reply in response to the written

grievance.Step 5 • Agrievancehearingormeetingmustbeheldwithallrelevantparties

present.Step 6 • Minutesofthemeetingmustberecordedandanyresolutionpassed

mustberecordedontheformalgrievanceform.Step 7 • Shouldtheemployeenotbesatisfiedwiththeoutcomeofthe

hearing,he/shemayreferthemattertothehighestlevelof

management.Step 8 • Topmanagementshouldarrangeameetingwithalltheparties

concerned.Step 9 • Minutesofthismeetingshouldberecordedandfiledandthe

outcomeordecisionmustberecordedontheformalgrievanceform.Step 10 • Shouldtheemployeestillnotbesatisfied,he/shemayreferthe

mattertotheCCMA,whichwillmakeafinaldecisiononthematter.Step 11 • The matter can be referred to the Labour Court of Appeal, if the

employeeisnotsatisfiedwiththedecisiontakenbytheCCMA.

32

3.2.8 Dealingwithdifficultpeople(personalities) Waysofdealingwithdifficultpeople • Getperspectivefromotherswhohaveexperiencedthesamekindofsituation,inorder

tounderstandthedifficultemployee.

• Actpro-activelyifpossible,asapersonnelproblemispartofamanager’s

responsibilities.

• Regularmeetingswithsupervisorsordepartmentalheadsshouldhelptoidentify

problem behaviour.

• Ask someone in authority for their input into the situation.

• Identifythetypeofpersonalitythatiscreatingtheproblem.

• Meetprivatelywithdifficultemployees,sothattherearenodistractionsfromother

employees/issues.

• Makeyourintentionsandreasonsforyouractionsknown,sothattheemployeefeelsat

ease.

• Employeesshouldbetoldwhatspecificbehavioursareacceptablebydetailingwhatis

wrong.Theemployeeshouldbegivenanopportunitytoexplainhis/herbehaviour.

• Adeadlineshouldbesetforimprovingbadbehaviour.

• Thedeadlinedateshouldbediscussedwiththeemployeeandprogressshouldbe

monitored prior to the deadline.

• Guidelinesforimprovementshouldbegiven

• Donotjudgetheemployee,buttrytounderstandhim/her./Understandtheperson’s

intentions and why they react in a certain way

• Keepcommunicationchannelsopenandencourageemployeestocommunicatetheir

grievancestomanagement.

• Buildsoundrelationsbyestablishingapersonalconnectionwithcolleagues,insteadof

relyingone-mails/messaging/socialmedia.

• Helpdifficultemployeestoberealisticaboutthetaskathand.

• Remaincalmandincontrolofthesituationtogetthepersontocollaborate.

• Treat people with respect, irrespective of whether they are capable or not.

• Sometimesitmaybenecessarytoignorebutstillmonitoradifficultperson.

• Identifyandprovideanappropriatesupportprogramtoaddressareasofweakness.

33

How to deal with different personalities

Type of personality StrategytodealwithadifficultpersonalityComplainer Listentothecomplaints,butdonotacknowledgethem.

Interruptthesituationandmovetotheproblem-solvingprocess as soon as possible.

Indecisive person Guidethepersonthroughalternatives.Stayincontrolandemphasisetheimportanceofmakingadecision.Help the person make a decision or solve the problem.

Over-agreeingperson Befirmanddonotletthepersonmakepromisesthathe/she cannot keep.Follow up on his/her actions.

Negativeperson Befirmwiththepersonanddonotletthepersondrawyouintothenegativity.Listentotheperson,butdonotagreewith him/her.

Expert Befirmandassertive.Donotaccusethepersonofbeingincorrectanddonotgetcaughtupintheperson’sgame.Know your facts.

Quiet person Donotfillthesilencewithwords.Waitforaresponse.Promptthepersonthroughtheprocess,sothathe/sheprovides input. Restrict the time for the discussion.

Aggressiveperson Allowthemtimetospeakandblowoff.Befirm,butdonotattack them.Do not allow them to be hostile towards oth-ers.

34

ACTIVITY 44.1 Identify the type of personality in each of the following statements.Recommend

ways to deal with each personality.

4.1.1 Lieselfindsitverydifficulttomakedecisions,especiallywhenshehastomakea

choice between alternatives.

4.1.2 Menoisverygoodatdoinghiswork,butfocussesontheproblem,ratherthanon

findingsolutions.

4.1.3 Mapulewantstopleaseeverybodyinthecompany.Shesometimestakesontoomany

tasks.

4.1.4 Florenceisverygoodatherjob,buttendstohaveaknow-it-allattitude.

Use the following table as a guide for your answer.No Type of personality Strategy to deal with personality4.1.14.1.24.1.34.1.4

4.2 Read the scenario below and answer the questions that follow.

MML LTD

MrOlifantistheHumanResourcesManagerwhomanageseight

employees.Heseldommeetswithhisemployeestogivefeedbackorlisten

totheirinput.Percy,MrOlifant’sfavourite,waspromotedashisassistant

manager,althoughPercylacksthenecessaryskillsandexperience.Percy

allocatednewcomputersandofficeequipmenttoonlythethreeemployees

who supported his appointment. The other employees were informed that

therewasnotenoughmoneytoprovidenewequipmenttoeverybody.

4.2.1 IdentifyTHREEcausesofconflictinthescenarioabove.Motivateyouranswerby

quotingfromthescenario. (9)

4.2.2 DescribethestepsMMLLtdcanfollowtoresolvetheconflict. (8)

35

4.3 SuggestONEstrategytodealwithEACHofthefollowingdifficultpersonalities:

4.3.1 Complainer (2)

4.3.2 Aggressiveperson (2)

4.3.3 Quiet person (2)

4.4 Choose the correct answer from the alternatives provided.

4.4.1 Anemployee’scomplaintrelatingtopoorworkingconditions:

A Conflict

B Grievance

C Problem

D Well-being (2)

4.4.2 ZukiandZamahaveadisagreementbecauseZukireceivedabonusandZamadidnot,

althoughbothworkedovertime.Thiscanleadto…

A Conflict

B Grievance

C Problem

D Well-being (2)

ACTIVITY 5Essay question

Teamworkplaysanimportantroleinachievingbusinessgoalsand

objectives.Businessesspendlargeamountsofmoneyandtimeonteam

buildingexercisesandprojects.Teamsmayconsistofpeoplefromdiverse

backgrounds,whichmaysometimescauseconflict.

Asateamperformanceanalyst,providedetailedinformationonthefollowing:

• Explain any THREE criteria for successful team performance.

• Discussthedifferentstagesofteamdevelopment.

• Describethecausesofconflictthatmayariseintheworkplace.

• Adviseabusinessonthestepstobeappliedwhenresolvingconflictinateam.

36

4. CHECK YOUR ANSWERS

ACTIVITY 11.1.1 Socio-economic issues and strategies quoted from the scenario.

Socio-economic issue Strategy1 Highrateofilliteracy.√ ThemanagementofSTFhasdecidedto

offeraskillsdevelopmentprogramme.√2 Unemployment.√ Part-time jobs for the community.√

Sub max (2) Sub max (2)

Max (4)

1.1.2 ONE aspect of triple bottom line that STF is addressing:

People/ social√√ (2)

Motivation

ThemanagementofSTFisofferingskillsdevelopmentprogrammes/part-timejobsto

the community.√ (1)

Max (3)

1.1.3 The relationship between social responsibility and TWO aspects of triple bottom line.

Profit/economic√√ • Triplebottomlinemeansthatbusinessesshouldnotonlyfocusonprofit,√butshould

alsoinvestinCSIprojects.√

• Businessesshouldnotmakeaprofit√attheexpenseofthecommunity.√

• Anyotherrelevantanswerrelatedtothelinkbetweenprofitandsocialresponsibility.

Heading(2)

Explanation (1)

Sub max (3)

Planet/environment√√ • Businessesshouldnotexhaustresources/harmtheenvironment√forproduction

purposes.√

• Theymaysupportenergy-efficient/eco-friendly√products/programmes.√

• Recycle/re-usewaste√,e.g.producepackagingfromrecycledmaterial.√

• Any other relevant answer related to the relationship between the environment and

socialresponsibility.Heading(2)

Explanation (1)

Sub max (3)

Max (6)

37

1.2 Ways in which a business can deal with HIV/AIDS.

• Counsellingprogrammes/traincounsellorstoprovidecounsellingtoinfectedand

affectedpersons/employees.√√

• Rolloutanti-retroviral(ARV)treatmentprogrammes(ART).√√

• EncourageemployeestoformHIV/Aidssupportgroups.√√

• ConductworkshopsonHIV/Aidsprogrammes/campaigns.√√

• AnyotherrelevantsuggestionsrelatingtoCSIprogrammesonHIV/Aids.

Max (6)

ACTIVITY 2Employees Communities1. They have a free shuttle service for ca-

sualstaffwhoworkover-time.√1. NFTmakessurethattheingredientsof

theirproductsare listedbyweight, in-cludingaddedwater, forcustomers tosee.√

2. They allow their staff to visit the local orphanageduringworkinghours.√

2.TheyouthinDendronusegymfacilitiessponsoredbyNFTFoods.√

3. The in-house restaurant provides cheapmeals.√

3.

Max (5)

ACTIVITY 33.1 FocusareasofCSIfromstatements:

3.1.1 Environment√√

3.1.2 Rural development√√

3.1.3 Employees√√

3.1.4 Community √√ Max(8)

38

ACTIVITY 44.1 Introduction

• CSRisthewayabusinessconductsitsoperationsethicallyandmorally,regardingthe

useofhuman,physicalandfinancialresources.√

• CSRprogrammeshelptoconservetheenvironmentbyensuringthatthecommunity

hassustainableresources.√

• Businesses should consider the impact of business operations on the environment in

theirdecisionmaking.√

• Businessesarecorporatecitizensandthereforehavearesponsibilitytowardssociety.√

• CSI is a component of CSR, associal responsibility is the intention and social

investmentistheaction.√

• Businessshouldconsidertheimportanceofthewell-beingofthecommunityinrelation

toprofitabilityandproductivity.√

• Any other relevant “introduction” related to social responsibility and corporate

citizenship. Max (2)

4.2 Purpose of CSR:

• CSRholdsbusinessesaccountable√toawiderrangeofstakeholders.√

• Keyareasofconcernareprotectingtheenvironment,√thewell-beingofemployees

andthecommunity.√

• Regulatecertainpractices√suchaspollutioncontrol.√

• Improvingthewayabusinessoperates,√sothattheydonotnegativelyaffecttheir

humanresources,stakeholdersandthecommunity.√

• Ensuringthatbusinessesmakeethicaldecisions√thatbenefitsociety.√

• Monitoringandevaluating√allactivitiesofthebusiness.√

• Ensuringthatbusinessactivitiesareethical,responsible,withinthelaw√andcomply

withacceptablebusinesspractices.√

• Any other relevant answer related to the purpose of CSR. Max (8)

39

4.3 Differences between CSR and CSI:CSR CSIReferstostrategiesusedbybusiness√

to take responsibility for their impact on

society/theenvironment.√

Refers to any project undertaken by

business√thatisnotdirectlyaimedat

increasingprofitability.√Aimsatimprovingthequalityoflife√

for employees/their families and the

community in which the business

operates.√

Regardedasdirectinvestmentin

projects√thatwillbenefitthecommunity.

√

It is the way in which company’s man-

agetheirbusinessoperations√sothat

theyimpact positively on all stakeholders.

√

CSIprojectsaredevelopmentalinnature√

and business resources are used to

benefit/upliftcommunities.√

Focus is on the commitment from

businesstoactethically√bycontributing

tosocial/economicdevelopment.√

CSIfocusesonhowbusinessesmanage√

theirexpenditureonCSIprojects.√

Any other relevant answer related to CSR Any other relevant answer related to

CSI.Sub max (6) Sub max (6)

Max (12)

4.4 Negative impact of CSI on businesses:

• Businessmaynotbesupported./Customersmaynotbuytheirproducts/services,√

resultinginadecreaseinsales.√

• SmallandmediumenterprisesfinditdifficulttoimplementCSR/CSIprogrammes.√

• Detailedreportsmustbedrawnup,√whichcanbetimeconsuming.√

• Socialspendingreducesbusiness/economicefficiency,√whichmakesitless

competitive.√

• Socialinvolvementisfundedfrombusinessprofits,√whichcouldhavebeenusedto

benefitcustomers/reduceprices.√

• CSR/CSIactivitiesdistractthebusinessfocus√fromcorebusinessfunctions.√

• Businessesfinditdifficulttoadheretolegislation√governingCSR/CSI.√

• Itcanincreasefinancialrisk,asprogrammescostmoney√andmayimpactnegatively

onprofits.√ Max (10)

40

4.5 Contributing time and effort to advance the wellbeing of employees:

• Businessesshouldimprovethegeneralqualityoflifeofemployees,√e.g.payfair

wages/skillsdevelopment,etc.√

• Startanutritionalprogramme√sothatemployeescanenjoyonenutritionalmealper

daytokeeptheminahealthycondition.√

• Providesubsidisedhousing/accommodation√foremployees.√

• Givetimetostafftogetinvolvedinprojects√theychoose./Allowstafftousesomeof

theirworkinghourstoparticipateinprojectsoftheirchoice.√

• Encourageemployeestostayfitandhealthy√bygettingtheminvolvedinhealth

activitiestominimisestress/substanceabuse/obesity.√

• Providetransportforemployees√whoworkunusuallylonghours.√

• Establishcoachingandmentoringprogrammes√forjunioremployees.√

• Conductteam-buildingsessions√toimproveemployeemorale.√

• Encourageemployeestoattendcapacity-buildingworkshops√/trainingprogrammes/

staffdevelopmentprogrammes/teamdevelopmentprogrammes.√

• Offercounsellingsessionstoemployees√withpersonal/emotionalchallenges.√

• Any other relevant answer related to how businesses could contribute time and effort in

improvingthewell-beingofemployees. Max (8)

4.7 Ways in which business could contribute time and effort to advancing the well-

being of the community:

• Businessesshouldimprovethegeneralqualityoflifeofemployees’familiesintheir

community,e.g.developskillsinthecommunity,investineducation,etc.√√

• Ensurethattheproductstheysupplydonotharmconsumers/theenvironment.√√

• Refrainfromengaginginillegal/harmfulpracticessuchasemployingchildrenunderthe

legalage/sellingillegalsubstances,etc.√√

• Makeethicallycorrectbusinessdecisions,e.g.notengageinunfair/misleading

advertising,etc.√√

• ParticipateincommunityprojectsinvolvingHIV/AIDS/education/counselling/other

meaningfulcauses.√√

• Donatemoneytoacommunityproject/runaprojecttoupliftthecommunity.√√

• Providerecreational/sportfacilitiestopromotesocialcohesion/healthyactivities.√√

• Anyotherrelevantanswerrelatedtothewell-beingofcommunities. Max (8)

41

4.8 Conclusion

• Corporatesocialresponsibilityisanobligationrequiredbylaw.Itbenefitsbothbusiness

andsociety.√√

• CSIprojectsallowbusinessestoinfluencepeople’slivesinmanyways.√√

• BusinessesuseCSRprogrammestocomplywithlawsandethicalbusinesspractices.

√√

• Any other relevant conclusion on CSR/CSI/social responsibility and corporate

citizenship/thewell-beingofthecommunity. Max (2)

42

TEAM PERFORMANCE ASSESSMENT AND CONFLICT MANAGEMENT

ACTIVITY 11.1 THREE criteria for successful teams

Interpersonal attitudes and behaviour√√

• Interpersonalattitudesandbehaviour√√

• Membershaveapositiveattitudeofsupportandmotivation√towardseachother.√

• Good/soundinterpersonalrelationships√willensurejobsatisfaction/increasethe

productivityoftheteam.√

• Membersarecommitted/passionate√towardsachievingacommongoal/objectives.√

• Teamleaderacknowledges/givescredittomembers√forpositivecontributions.√

• Any other relevant answer related to interpersonal attitudes and behaviour of

successful teams. Sub max (3)

• Sharedvalues/mutualtrustandsupport√√ • Showsloyalty/respect/trusttowardsteammembers,√despitedifferences.√

• Showsrespect√fortheknowledge/skillsofothermembers.√

• Performteamtaskswithintegrity/pursuingresponsibility/meetingteamdeadlines√with

necessarycommitmenttoteamgoals.√

• Any other relevant answer related to shared values/mutual trust and support of

members in successful teams. Sub max (3)

• Communication√√ • Aclearsetofprocesses/proceduresforteamwork√ensuresthateveryteammember

understandshis/herrole.√

• Abilitytocommunicatewell√andmakequickdecisions.√

• Communicateswithteammembers√andallowsforfeedback.√

• Encouragesdiscussionabouttheproblem,√sothatsolutionscanbefound.√

• Continuousreviewofteamprogress√ensuresthatteammemberscanrectifymistakes/

actpro-activelytoensurethatgoals/targetsarereached.√

• Any other relevant answer related to communication in successful teams. Sub max (3)

43

• Co-operation/collaboration√√ • Clearlydefinedrealisticgoalsareset,√sothatallmembersknowexactlywhatistobe

accomplished.√

• Willingnesstoco-operateasaunit√toachieveteamobjectives.√

• Co-operatewithmanagement√toachieveteam/businessobjectives.√

• Agreeonwaystogetthejobdoneeffectively√withoutwastingtimeonconflict

resolution.√

• Allmembers√takepartindecisionmaking.√

• Abalancedcompositionofskills/knowledge/experience/expertise√ensuresthatteams

achievetheirobjectives.√

• Any other relevant answer related to co-operation/collaboration in successful teams.

Sub max (3)

Max(9)

ACTIVITY 22.1 Multiple choice questions

2.1.1 A√√

2.1.2 C√√

2.1.3 B√√

2.1.4 D√√ (8)

2.2 Identificationofteamdevelopmentstages2.2.1 Storming√√

2.2.2 Performing√√

2.2.3 Forming√√

2.2.4 Mourning√√ (8)

ACTIVITY 33.1 Multiple choice questions

3.1.1 D√√

3.1.2 B√√

3.1.3 B√√ (6)

3.2 The importance of team dynamic theories:

• Teamdynamictheoriesexplain√howeffectiveteamswork.√

44

• Businessesareabletoallocatetasks√accordingtotherolesofteammembers.√

• Teammemberscanmaximiseperformance,√astasksareallocatedaccordingto

abilities/skills/attributes/personalities.√

• Teammemberswithsimilarstrengths√maycompetefortasks/responsibilitiesthatbest

suittheirabilities/competencies.√

• Theoriesassistteamleaderstounderstandthepersonalitytypeofteammembers,√so

thattasksareassignedmoreeffectively.√

• Conflictmaybeminimised√whenteammembersperformdifferentroles.√

• Any other relevant answer related to the importance of team dynamic theories in

improvingteamperformance. Max(6)

ACTIVITY 4

4.1 Different personalitiesNo Type of person-

alityStrategy to deal with personality

4.1.1 Indecisive people √√

• Guidethemthroughalternatives.√

• Stayincontrolandemphasisetheimportanceofmaking

adecision.√

• Helpthemmakethedecisionorsolvetheproblem.√4.1.2 Negativepeo-

ple√√• Befirmwiththemanddonotletthemdrawyouintotheir

negativity.√

• Listentothembutdonotagreewiththem.√4.1.3 Over-agreeing√√ • Befirmanddonotletthemmakepromisesthatthey

cannotkeep.√

• Followupontheiractions.√4.1.4 Expert√√ • Befirmandassertive.√

• Donotaccusethemofbeingincorrectanddonotget

caughtintheirgame.√

• Knowyourfacts.√

Identifyingpersonalitytype:(4x2)(8)

Strategytodealwithpersonality:(4x2)(8)

Max(16)

45

4.2.1 CausesofconflictCausesofconflictfromscenario Motivation1.Lackofcommunication.√√ Heseldommeetswithhisemployeestogive

feedbackorlistentotheirinput.√2.Lackofmemberdevelopment.√√ MrOlifant’sfavouritewaspromotedashis

assistantmanager,althoughPercylacksthenecessaryskillsandexperience.√

3.Unfairdistributionofresources.√√ Percyallocatednewcomputersandofficeequipment to only the three employees who supportedhisappointment.√

4.Littleornosupportfrommanage-mentwithregardtosupplyingthenecessary resources.√√

Percyallocatednewcomputersandofficeequipment to only the three employees who supportedhisappointment.√

Max(9)

4.2.2 Resolvingconflict • Identify/acknowledge√thatthereisconflictinateam.√

• Theteammustclearlydefine√theproblem.√

• Analysethecauseofconflict√bybreakingitdownintodifferentparts.√√

• Evaluatethesituation√objectively.√

• Makeintentionsforinterventionclear,√sothatthepartiesinvolvedfeelatease.√

• Arrangeameetingbetweenthepartiesinconflict√andmanagement./Atimeanda

placetodiscusstheconflictisarranged.√

• Theteammustrecognisethatpeople’sviews√onanissuediffer.√

• Eachpartymustbegivenanopportunitytoexpresstheiropinions√andfeelings.√

• Blame-shiftingshouldbeavoided√andjointteamsolutionsmustbefound.√

• Theteammustbrainstorm/devise/suggestideas√tofindsolutionstothesituation.√

• Thebestpossiblesolutionsareselected√forconsideration.√

• Thepartiesmustagreeonthecriteria√toevaluatethealternatives.√

• Themostappropriatesolutionmustbeselected√andimplemented.√

• Thesolutionmustbeevaluated√andprogressmustbemonitored.√

• Expertiseonhandlingconflictmaybesourced√fromoutsidethebusiness.√

• Anyotherrelevantanswerrelatedtotheapplicationofstepswhenresolvingconflictin

ateam. Max(8)

46

4.3 Strategiestodealwithdifficultpersonalities

TYPE OF PERSONALITY STRATEGY TO DEAL WITH THE PERSONALITY4.3.1 Complainer • Listentothecomplaints,butdonotacknowledge

them.√√

• Interrupt the situation and move to the problem-

solvingprocessassoonaspossible.√√

Max(2)4.3.2Aggressive • Allowthemtimetospeakand‘blowoff’.√√

• Befirm,butdonotattackthem.√√

• Donotallowthemtobehostiletowardsothers.√√

Max(2)4.3.3 Quiet • Donotfillthesilencewithwords.√√

• Waitfortheirresponse.√√

• Encouragethemtogiveinput.√√

• Restrictthetimeforthediscussion.√√

Max(2)

4.4 Multiple choice questions

4.4.1 B√√

4.4.2 A√√

4.5 ESSAY: TEAM PERFORMANCE AND CONFLICT MANAGEMENT

4.5.1 Introduction

• Teamworkreferstoanumberofpeopleworkingtogethereffectively,inordertoreacha

commongoal.√

• Eachteammembershouldcontributetowardsthesuccessoftheteam√

• Successfulteamsgothroughdifferentstagesofteamdevelopment,inordertobecome

successful.

• √

• Managersshouldbefullyconversantwiththecausesofconflict,inordertodevelop

relevantstrategiestodealwithconflictintheworkplace.√

• Agrievanceiswhenanemployeehasacomplaintaboutawork-relatedissue.√

• Anyotherrelevantintroduction. Max(2)

47

4.5.2 Criteria for successful team performance

Interpersonalattitudesandbehaviour√√ • Membersmusthaveapositiveattitudebysupporting√andmotivatingeachother.√

• Soundinterpersonalrelationships√willensurejobsatisfaction/anincreaseinthe

productivityoftheteam.√

• Membersarecommitted√toachievingacommongoal/objective.√

• Teamleaderacknowledgesmembers√fortheirpositivecontributions.√

• Any other relevant answer related to interpersonal attitudes and behaviour as a

criterion for successful team performance.

Criterion (2)

Explanation (2)

Sub max (4)

Shared values/ mutual trust and support√√

• Showloyaltyandtrusttowardsteammembers√despitemutualdifferences.√

• Showrespect√fortheknowledgeandskillsofeachmember.√

• Performteamtaskswithintegrity/pursuingresponsibility/meetingteamdeadlines√with

necessarycommitmenttoteamgoals.√

• Any other relevant answer related to shared values/mutual trust and support as a

criterion for successful team performance.

Criterion (2)

Explanation (2)

Sub max (4)

48

Communication√√

• Aclearsetofprocesses/proceduresforteamworkensures√thateveryteammember

understandshis/herrole.√

• Abilitytocommunicatewell√andmakedecisionsquickly.√

• Communicateswithteammembers√andallowsforfeedback.√

• Encouragesdiscussionabouttheproblem√sothatsolutionscanbefound.√

• Continuousreviewofteamprogressensuresthatteammembers√canrectifymistakes/

actpro-activelytoensurethatgoals/targetsarereached.√

• Any other relevant answer related to communication as a criterion for successful team

performance.

Criterion (2)

Explanation (2)

Sub max (4)

Co-operation/collaboration√√

• Clearlydefinedrealisticgoalsareset,√sothatallmembersknowexactlywhatistobe

accomplished.√

• Willingnesstoco-operateasaunit√toachieveteamobjectives.√

• Co-operatewithmanagement√toachieveteam/businessobjectives.√

• Agreeonwaystogetthejobdoneeffectively√withoutwastingtimeonconflict

resolution.√

• Allmemberstakepart√indecisionmaking.√

• Abalancedcompositionofskills/knowledge/experience/expertise√ensuresthatteams

achievetheirobjectives.√

• Any other relevant answer related to co-operation/collaboration as a criterion for

successful team performance.

Criterion (2)

Explanation (2)

Sub max (4)

49

4.5.3 Stages of team development

Forming√√

• Individualsgatherinformation/impressionsabouteachother/thescopeofthetask√and

howtoapproachit.√

• Thisisacomfortablestage√tobein,astheworkhasnotyetstarted.√

• Individualsfocusonbeingbusywithroutinetasks√,suchasteamorganisation/who

doeswhat/whentomeeteachother√,etc.

• Individualsaremotivatedbythedesire√tobeacceptedbyfellowteammembers.√

• Teammemberscandeterminehoweachone,asanindividual,√willrespondunder

pressure.√

• Anyotherrelevantanswerrelatedtoformingasastageinteamdevelopment.

Stage(2)

Discussion (2)

Sub max (4)

Storming√√

• Teamsgothroughaperiodofunease/conflict√aftertheyform.√

• Differentideasfromteammembers√willcompeteforconsideration.√

• Teammembersopenuptoeachother√andconfronteachotherabouttheirideas/

perspectives.√

• Tensionandargumentsoccur√andupsetteammembers./Theremaybeapower

struggleforthepositionofteamleader.√

• Insomeinstances,stormingcanberesolvedquickly.√Inothers,theteamneverleaves

thisstage.√

• Manyteamsfailduringthisstage,√astheyarenotfocusedonthetask.√

• Thisphasecanbecomedestructivefortheteam/willnegativelyimpactonteam

performance,√ifallowedtogetoutofcontrol.√

• Thisstageisnecessary√forthegrowthoftheteam.√

• Someteammemberstolerateeachother√tosurvivethisstage.√

• Anyotherrelevantanswerrelatedtostormingasastageinteamdevelopment.

Stage(2)

Discussion (2)

Sub max (4)

50

Norming/ settling and reconciliation√√

• Teammemberscometoanagreement√andreachconsensus.√

• Rolesandresponsibilities√areclearandaccepted.√

• Processes/workingstyle√andrespectdevelopamongstmembers.√

• Teammemberswanttowork√toensurethesuccessoftheteam.√

• Conflictmayoccur√,butcommitmentandunityarestrong.√

• Anyotherrelevantanswerrelatedtonorming/settlingandreconciliationasastagein

team development.

Stage(2)

Discussion (2)

Sub max (4)

Performing/ working as a team towards a goal√√

• Teammembersareawareofthestrategies√andaimsoftheteam.√

• Theyhavedirection√withoutinterferencefromtheleader.√

• Processes√andstructuresareset.√

• Leadersdelegate√andoverseetheprocessesandprocedures.√

• Allmembersarenowcompetent,autonomous√andabletodealwiththedecision-

makingprocesswithoutsupervision.√

• Differencesamongmembersareappreciated√andusedtoenhancetheteam’s

performance.√

• Teammembersfindways√tocompletetaskswithoutconflict/externalsupervision.√

• Anyotherrelevantanswerrelatedtoperforming/workingasateamtowardsagoalasa

stageinteamdevelopment.

Stage(2)

Discussion (2)

Sub max (4)

51

Adjourning/ mourning√√

• Thefocusisonthecompletion√ofthetask/endingtheproject.√

• Breakinguptheteammaybetraumatic,√asteammembersmayfinditdifficultto

performasindividualsonceagain.√

• Alltasksneedtobecompleted√beforetheteamfinallydissolves.√

• Anyotherrelevantanswerrelatedtoadjourning/mourningasastageinteam

development.

Stage(2)

Discussion (2)

Sub max (4)

Max (16)

4.5.4 Causesofconflictthatmayariseintheworkplace • Lackofpropercommunication√betweenleadersandmembers.√

• Ignoringrules/procedures√mayresultindisagreement/conflict.√

• Leadersandmembers√mayhavedifferentpersonalities/backgrounds.√

• Differentvalues/levels√ofknowledge/skills/experienceofteammembers.√

• Littleornoco-operation√betweeninternalandexternalparties/stakeholders.√

• Lackofrecognitionforgoodwork,√e.g.aleadermaynotshowappreciationforextra

hoursworkedtomeetdeadlines.√

• Lackofmemberdevelopment√mayincreasefrustrationlevelsasmembersmayrepeat

errorsduetoalackofknowledge/skills.√

• Unfair√disciplinaryprocedures,e.g.favouritism.√

• Littleornosupportfrommanagement√withregardtosupplyingthenecessary

resources.√

• Leadershipstylesused,√e.g.autocraticleaders,maynotalwaysconsidermember

input.√

• Unrealisticdeadlinesandheavyworkloads√leadtostress,resultinginconflict.√

• Lackofagreement√onmutualmatters,e.g.remunerationandworkinghours.√

• Unhealthycompetition/inter-teamrivalry√maycausememberstonotfocusontheteam

targets.√

• Lackofcommitment√mayleadtoaninabilitytomeetpre-settargets.√

• Anyotherrelevantanswerrelatedtothecausesofconflictthatmayariseinthe

workplace.

Max (10)

52

4.5.5 Applicationofstepswhenresolvingconflictinateam • Identify/acknowledgethatthereisconflictinateam.√√

• Theteammustdefinetheproblemclearly.√√

• Analysethecauseofconflictbybreakingitdownintodifferentparts.√√

• Evaluatethesituationobjectively.√√

• Makeintentionsforinterventionclear,sothatpartiesinvolvedfeelatease.√√

• Arrangeameetingbetweenconflictingpartiesandmanagement./Atimeandaplace

forthediscussionoftheconflictisarranged.√√

• Theteammustrecognisethatviewsonanissuediffer.√√

• Eachpartymusthaveanopportunitytoexpresshis/heropinionsandfeelings.√√

• Blame-shiftingshouldbeavoidedandjointteamsolutionsmustbefound.√√

• Theteammustbrainstormorsuggestideastofindsolutionstothesituation.√√

• Thebestpossiblesolutionsareselectedforconsideration.√√

• Thepartiesmustagreeonthecriteriatoevaluatethealternatives.√√

• Themostappropriatesolutionmustbeselectedandimplemented.√√

• Thesolutionmustbeevaluatedanditsprogressmustbemonitored.√√

• Expertiseonhandlingconflictmaybesourcedfromoutsidethebusiness.√√

• Anyotherrelevantanswerrelatedtotheapplicationofstepswhenresolvingconflict

Max (8)

4.5.6 Conclusion

• The success of a business depends on successful collaboration within a team to

ensurethattheobjectivesofthebusinesswillbemet.√√

• Conflictisasituationinwhichthereareopposingideas/opinions/feelingsthatmakeit

difficulttochoose.√√

• Conflictcannotalwaysberesolved/avoided/eliminated;therefore,peopleneedtolearn

howtomanageconflictwithinateam,inordertoworkinharmony.√√

• Anyotherrelevantconclusionrelatedtoteamperformanceandconflictmanagement.

Max (2)

[40]

53

5. Message from the writers

Alllearnersarecapableofperformingatthehighestleveloftheirpotentialiftheyare

adequately prepared for the examination.The sub-topicsthat are covered in this booklet

havebeenidentifiedaschallenginginpastexaminationpapers;however,ifyouarewell

conversantwiththecontent,youwillbeabletoobtainaqualitypass.Itisenvisagedthat

this booklet will help you with skills on how to approach questions in the examination.

Succeedinginlifeisassimpleasbeingagoodstudent.Allyouhavetodoispayattention,

workhardandgiveityourbestshot.Don’tgiveuponyourgoals–theyareachievable.

InthewordsofDenzelWashington:“Nevergiveup.Withoutcommitmentyouwillnever

start.Moreimportantly,withoutconsistencyyouwillneverfinish.Itisnoteasy;sokeep

working,keepstrivingandnevergiveup.”

UsainBoltwon9goldmedalsinthelast2Olympicsandheranforlessthan2minutes

on the track. That’s economy of effort.He ran less than 115 secs in total and made $119

million dollars. That’s morethan $1 million for each second he ran. But for those 2 minutes

ofglory,hetrainedformorethan20years.That’sinvestment.

Thinkandplanforthelongterm.Patienceandhardworkpays.

54

THANK YOU

This Business Studies module on Business Roles was developed by

MrMvanRooi,MsLScheepers,MsFBaloyi-Jele,MsCGordon,and

MsMMokgoatlheng(SubjectSpecialists,PED)

AspecialmentionmustbemadeofMrMzikaiseMasango,theDBEcurriculum

specialistwho,inadditiontohiscontributiontothedevelopmentoftheguide,also

coordinatedandfinalisedtheprocess.

Theseofficialscontributedtheirknowledge,experienceandinsomeinstances

unpublishedwhichtheyhavegatheredovertheyearstothedevelopmentofthis

resource.TheDepartmentofBasicEducation(DBE)gratefullyacknowledgesthese

officialsforgivinguptheirvaluabletime,familiesandexpertisetodevelopthis

resource for the children of our country.

AdministrativeandlogisticalsupportwasprovidedbyMrNokoMalopeandMs

VhuhwavhoMagelegeda.Theseofficialswereinstrumentalinthesmoothandefficient

managementofthelogisticalprocessesinvolvedinthisproject.

LookoutformoremodulesthatdealwithothertopicsoftheGrade12syllabus.

55