Bcom Law Y2 AA - Jan 2022

REGENT Business School
Bachelor of Commerce Law

Year 2
JANUARY 2022
Academic and Assessment Calendar

BACHELOR OF COMMERCE LAW YEAR 2 – ACADEMIC AND ASSESSMENT CALENDAR -
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CONTENTS PAGE
1. MESSAGE FROM THE PROGRAMME COORDINATOR 2
2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR 3
3. CONTACT INFORMATION 3
4. STUDENT SUPPORT SERVICES 4
5. PROGRAMME STRUCTURE AND DUE DATES 5
6. WORKSHOPS 6
7. PROGRAMME ASSESSMENT 7
8. ASSIGNMENT SUBMISSION GUIDELINES 8
9. PRESCRIBED/RECOMMENDED READINGS 8
10. ASSIGNMENT SCHEDULE 10
11. EXAMINATIONS 23
APPENDIX A: ASSIGNMENT COVER SHEET 25
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REGENT BUSINESS SCHOOL (RBS) – JANUARY 2022
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1. MESSAGE FROM THE PROGRAMME COORDINATOR
Welcome to REGENT Business School (RBS)
It gives me great pleasure in addressing you as the Programme Coordinator for the
Bachelor of Commerce in Law Programme
We at REGENT Business School are excited that you have joined our team and we
hope that this year brings you much enjoyment, enthusiasm and most importantly a
fruitful academic learning experience.
The Bachelor of Commerce programme at REGENT Business School is an expansive

programme incorporating Commerce and Law modules. The programme content is
designed to provide students with graduate-level knowledge, specific skills and applied
competence. The envisaged programme provides opportunities for continued personal
intellectual growth, gainful economic activity and for making rewarding contributions to
society.
Through the duration of your studies, you will receive academic support from your
facilitators. Electronic content will be uploaded to the student portal. Studying towards
this programme requires a lot of hard work, but there is no better sense of personal
achievement than the satisfaction experienced at graduation upon completion of your
studies. Keep this goal in mind throughout your studies.
I therefore wish you the very best throughout your studies and look forward to getting to
know you better in the months ahead.
Please feel free to contact me for Academic support required.
Best wishes and welcome to REGENT Business School.

Fatima Lockhat
BCom Law Programme Coordinator
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2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR
The objective of the academic and assessment calendar is to clearly define the rollout
for the academic year ahead, and assist the student in grasping the assessment
terminology and requirements. Students will find the programme structure inclusive of
the module outlines, timeframes and other important deliverables.
The calendar contains all the formative assessments that need to be completed and
submitted, together with the summative assessment dates.
The assessment and academic calendar is a supplementary booklet, and it is
imperative that it be referenced in conjunction with the General Handbook for the
academic year.
3. CONTACT INFORMATION
3.1 RBS OFFICES
REGENT Business School offers its academic programme via the distance learning mode
of delivery. All administration of academic programmes are conducted at REGENT
Business School Head Office in Durban. The Johannesburg Office provides
administrative and support services and helps facilitate communication between the Head
Office and students.
The contact details of the offices are follows:

Durban Johannesburg
Physical Address:
Physical Address:
13 Frost Avenue, Sunnyside,
35 Samora Machel (Aliwal) Street
Auckland Park,
Durban,
Johannesburg,
4001,
2092
South Africa
Postal Address:
Postal Address:
PO Box 291353
PO Box 10686
Melville
Marine Parade, 4056, South Africa
Johannesburg, 2109, South Africa
Telephone: +27 31 3044626 or 0861 727 622
Telephone: +27 11 4821404
Fax:+27 31 3047303
Fax: +27 11 4825299
WEBSITE: http://www.regent.ac.za
Email: studentsupport@regent.ac.za
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4. STUDENT SUPPORT SERVICES: STUDENT INFORMATION DESK (SID)
Student Centric education is one of the major policy objectives of REGENT Business
School. In pursuance of this policy, the institution established a dedicated office to deal
with student enquiries called the Student Information Desk (SID). SID is managed by
a team which is committed to the principle of excellence in service delivery.
Perhaps, more importantly, SID gives intrinsic meaning and credence to the institution’s
motto – “Taking The Distance Out Of Distance Learning”. The team at SID ensures that
the many challenges and problems experienced by students at a distance are dealt with
efficiently.
Furthermore, in an effort to coordinate all student queries and ensure timeous and
appropriate feedback; a specially designed system has been developed with the
following focus:
⮚ Formalise all queries and generate reference numbers for future communication.
⮚ To coordinate communication between students and different divisions of the
Business School.
⮚ To follow-up on each query and bring it to a closure.
⮚ To identify student challenges and strategise support with a view to mitigating
challenges.
Once again on behalf of the management and support team, REGENT Business School
would like to confirm its commitment to students to ensure that you have a rewarding
and fulfilling study experience.
We wish you everything of the best with your studies. Please feel free to contact the
support staff of RBS.
We are committed towards your success.

studentsupport@regent.ac.za
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5. PROGRAMME STRUCTURE
BACHELOR OF COMMERCE LAW YEAR 1
SEMESTER MODULES YEAR MODULES (ANNUAL)
(EXAMINATIONS IN SEMESTER 1) (EXAMINATIONS IN SEMESTER 2)
● Business Communication 101 ● Business Management 1
● Fundamentals of the South African ● Economics 1

Legal Systems
● Accounting 1
SEMESTER MODULES
E SEMESTER MODULES MESTER MODULES SEMESTER MODULES
• Business Law • Information Systems
• Financial Law • Business Management 201
• E-Commerce Law
• Public Law
SEMESTER MODULES SEMESTER MODULES

● Business Ethics
● Taxation
● Labour Law
● Property Law
● International Business Law
● Consumer Law
6. WORKSHOPS
6.1. Format for Delivery
Workshops will be held in Webinar format in “Zoom”. A schedule with links will be sent
through via email.
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6.2 WORKSHOP/WEBINARS MODULES AND STRUCTURE
Workshops/Webinars will be conducted on the following dates:
SEMESTER ONE: JANUARY – JUNE 2022 WORKSHOP
SEMESTER ONE START DATE
● Business Law
● Financial Law 07 March 2022

● E-Commerce Law
SEMESTER TWO: JULY – DECEMBER 2022 WORKSHOP
SEMESTER TWO START DATE
● Information Systems
● Business Management 201 01 August 2022
● Public Law
7. FORMATIVE ASSESSMENT (ASSIGNMENTS)
● For annual modules a student is required to submit two assignments per module
(assignment 1 and assignment 2)[formative] and one formal written examination
(summative). Both assessments are compulsory.
● For semester modules a student is required to submit one assignment (formative)
and one formal written examination per module (summative). Both assessments
are compulsory.
● The final mark is computed as a weighted average of 40% from the formative
component and 60% of the summative component.
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N.B A student is required to obtain a final mark of at least 50%, a sub-minimum of 30%
for the formative component and at least 40% for the summative component to pass a
module.
● Refer to the General Handbook, for details pertaining to REGENT Business
School’s Assessment Policy
8.1 ASSIGNMENT SUBMISSION GUIDELINES
The submission of assignments is compulsory. Students who do not submit an

assignment for a module may be refused entry to the examination in that module. There
is normally one assignment per module. The dates indicated in the assignment
submission schedule are the final due dates. Students will be penalised if they submit
assignments after the final submission date. Hand written assignments will not be
accepted.
Ensure that an assignment cover page is attached to your assignment before submitting.
Please print your own assignment cover page. Assignments that do not have an
assignment cover page will not be processed for assessment. A sample copy is attached
at the back of this academic and assessments calendar.
8.2 Mode of Submission
Kindly note that all assessments for your registered modules must be submitted through
the REGENT Online portal.
Take note of the following important requirements:
• Ensure that you use a computer, or an appropriate device
• Ensure that you have stable internet connectivity;
• You must be online to download the assignment question and online to upload
your answer booklet
To submit your assessments, please note the following steps:
Step 1: Click on your browser, and type in https://regentonline.ac.za

Step 2: Enter in your student number and password
Your login password format is Rbsddmmyyyy, where ddmmyyyy is your date of birth.
Once you have typed in your student number and password, click on Log in.
Step 3: Click on the module that you want to submit the assignment for.
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Step 4: Now click on Compulsory Assignment. (this is a section heading in your

course)
Step 5: Read through the instructions for the assignment. A detailed guideline document
is available on the portal
Should you have any queries, then kindly write to studentsupport@regent.ac.za
It is imperative that the General Handbook be further referenced on the assignment rules and
guidelines for submission of assignments.
9. PRESCRIBED/ RECOMMENDED READINGS
Based on the publication of new editions as well as ongoing programme design

development and review, the prescribed lists of textbooks are subject to revision on a
regular basis. The latest edition of each book should beused. Students are further
encouraged to consult their module guides for additional and recommended readings.
MODULE PRESCRIBED READINGS

Title: General Principles of Commercial Law, 7th Edition,
Business Law Author/s: Havenga, P. et al
Publisher: Juta and Company Ltd, Cape Town, South
Africa University Press.
Title: Malan on Bills of Exchange, Cheques and

Promissory Notes in South African Law. 5th ed.
Author/s: Malan, F. R., Pretorius, J. T. and du Toit, S. F.
(2009)
Publisher: LexisNexis. Durban
Title: Introduction to South African Banking and Credit Law.

Financial Law 2nd ed
Author/s: Schoeman, H. (2013)
Publisher: LexisNexis. Pietermaritzburg
Title: The Law of Banking and Payment in South Africa

Author/s: Sharrock, R., Hugo, C., Lawack, V., Ramdhin, A.,
Roestoff, M., Schulze, W.G. and van Heerden, C., (2016)
Publisher: Juta and Company (Pty) Ltd. Cape Town
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Title: Information and Communications Technology Law.

2nd ed,
E-Commerce Law Author/s: Van der Merwe, D., Roos, A., Pistorius, T.,
Eiselen, G.T.S., & Nel, S. (2016).
Publisher: Durban: LexisNexis (Pty) Ltd.
th
Title: Management Information Systems – 10 Edition
Information Systems Author/s: O’Brien James
Publisher: McGraw-Hill
th
Title: Introduction to Business Management – 8
Edition
Business Management 201 Author/s: Du Toit, G S Erasmus, B J and Strydom, J W
Publisher: Oxford University Press
Burns, Y. and Beukes, M. (2013) Administrative Law: under

Public Law the 1996 Constitution (4th Edition) Durban: LexisNexis
Butterworths
All prescribed textbooks may be purchased from Shesha Books or any other
accredited bookseller. You can contact Shesha Books on +27 31 3322702 or
email sales@sheshabooks.co.za for further details.
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10. ASSIGNMENT SCHEDULE
MODULE ASSIGNMENT SUBMISSION

DATE
SEMESTER ONE
Business Law
12 April 2022
Financial Law
21 April 2022
E-Commerce Law
28 April 2022
SEMESTER TWO
Information Systems
02 September 2022
Business Management 201

14 September 2022
Public Law
26 September 2022
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10.1 ASSIGNMENT QUESTIONS: SEMESTER ONE (JANUARY – JUNE 2022)

10.1.1 BUSINESS LAW [100]
QUESTION ONE [35]
Discuss the three possible ways to explore morality as a normative concept (i.e The
moral code of a religion; The moral decisions of the individual; The accepted moral code
of a community).
QUESTION TWO [20]
2.1 Provide a comparative analysis of Natural Law and Positive Law. [10]
2.2 Explain the Essentials of a valid contract. [10]
QUESTION THREE [35]
3.1 Jacob and Jennifer have run a popular Internet Cafe business, which allows
customers access to laptops, ipads, printers and other technological equipment, as
well as a coffee bar which carries a tranquil ambience.Jacob and Jennifer have
been in Partnership for 3 years. They acquire their coffee beans from a supplier in
Colombia, which is known to have one of the world's most elite coffee bean fields.
However they have recently experienced trouble within their personal and business
relationships, they have therefore considered ending the Partnership. Jacob and
Jennifer require information on the ways in which a Partnership may come to an
end.
They consult with you as their business lawyer. Advise Jacob and Jennifer on
Dissolution of a Partnership and the Consequences of Dissolution. [18]
3.2 Model your knowledge and understanding on Pre-incorporation Contracts. [17]
QUESTION FOUR [10]
Describe the Turquand rule with reference to relevant law.
END OF BUSINESS LAW ASSIGNMENT
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10.1.2 FINANCIAL LAW [100]
QUESTION ONE [35]
1.1 With reference to the banker-customer relationship. Discuss the rights and duties
of a bank as well as the rights and duties of the customers. (17)
1.2 Analyse the main types of banking fraud, and the legislation which provides for
elimination of fraud in the financial sphere. (18)
QUESTION TWO [20]
Demonstrate your understanding on the Types of surety and the Consequences of

suretyship.
QUESTION THREE [35]
Whether an agent is entitled to impose liability on a bill on his principal depends on the
authority of the agent.
Examine and differentiate between the liability of authorised and unauthorised agents -
with reference to relevant law.
QUESTION FOUR [10]
Describe “Reckless credit” and briefly explain Prevention of reckless credit.
END OF FINANCIAL LAWASSIGNMENT
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10.1.3 E-COMMERCE LAW [100]
QUESTION ONE [35]
1.1 Discuss the purpose of the Protection of Personal Information Act 4. (17)
1.2 Explain the importance of the Electronic Communications and Transactions Act 25
of 2002. (18)
QUESTION TWO [20]
Examine the various types of data-security risks associated with electronic

communication.
QUESTION THREE [35]
Provide a critical analysis on the Data privacy legislation in South Africa.
QUESTION FOUR [10]
Demonstrate your own understanding on the concept of ICT security.
END OF E-COMMERCE LAW ASSIGNMENT
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10.2 ASSIGNMENT QUESTIONS: SEMESTER TWO (JULY – DECEMBER 2022)

10.2.1 INFORMATION SYSTEMS [100]
QUESTION ONE [50]

Note this section is research based and requires you to consult other resources
beyond the module guide such as internet sources.
Walmart e-commerce soars during COVID-19 crisis, but online profitability remains
a longer-term challenge
By Stuart Lauchlan May 20, 2020
Size isn't everything. Walmart's online sales have rocketed during the COVID-19 crisis,
but how can the world's largest retailer translate that into future profitability?
Last year Walmart’s e-commerce strategy came under unwelcome attention as the
world’s largest retailer reviewed its entire operation. Flash forward to today and the
firm's digital investment has paid off in spades as the COVID-19 crisis sent shoppers
online. Q1 for Fiscal year 2020 numbers released saw online sales in the US jump 74%
for the 3 months to the end of April, taking in a sizeable chunk of lockdown to date. The
scale of the surge in business was a challenge to be met, says Walmart CEO Doug
McMillon:
It was a big uptick, and it took a bit of time for us to get on our feet. I was in an e-commerce
fulfilment center in Fort Worth, Texas a few weeks ago. We finished after Christmas with
1,000 associates in that facility and the day that I was there, we had 4,000. So the surge
just in throughput is amazing.
As to what’s being bought online, this has gone in stages. The first was the ‘panic
buying toilet rolls’ phase, accompanied by a focus on hygiene products and essential
groceries. As shelter-in-place orders came into force and people found themselves
confined to their homes, spending shifted to home education and entertainment as well
as building out the home office. Today there’s a new phenomenon, which McMillon calls
“relief spending” which has been influenced by US government stimulus dollars. These
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aren’t being spent on essentials, but on discretionary spend items, such as TVs, video
games and computers.
In common with other retailers, the crisis has triggered an acceleration of underlying
existing strategic trends, says McMillon:
Before this crisis, we were already seeing robust adoption of online pick-up and
delivery. As this crisis created a need for social distancing and required people to stay
home, customers embraced pick-up and delivery even more.
Pick-up and delivery are attracting greater numbers of new customers.
The number of new customers trying pickup and delivery has increased 4x since mid-
March. We expanded slot capacity as demand swell, and we've increased the number
of general merchandise items available to choose from. I think it's time we stop referring
to our super-center pick-up and delivery capability as online grocery, because it's
becoming much more than grocery.
Getting goods to the customer more quickly has also become an increased priority, with
Express Delivery options - two hours from order to front door - now available at 1,000
Walmart stores and a goal of doubling that number by the end of June. In addition, the
firm’s ship-from-store program has ramped up to 2,500 stores. It’s a tribute to the behind-
the-scenes tech team that there’s been an increase in fulfilment offerings, says McMillon:
Our tech teams are continuing to execute. For example, we've launched more than 70
new or accelerated capabilities in response to the virus. We've done this while staying
focused on core products, like our app and Express Delivery, as well as building out the
next gen tech stack.
Next steps
In another development in the firm’s evolving e-commerce strategy, Walmart has taken
the decision to shutter Jet.com and phase out the brand, three years after splashing out
$3.3 billion to acquire the start-up. This had been rumored for several months, with
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Walmart already divesting itself of smaller e-commerce gambits, such as ModCloth and
Jetblack. But Jet.com was the biggest bet that Walmart made and one that brought Marc
Lore into the larger firm as head of the e-commerce division in the US. McMillon says
now that there are no regrets about the decision to buy the firm:
The Jet acquisition was critical to jumpstarting the progress we've made the last few
years. Not only have we picked up traction with pickup and delivery, but our walmart.com
non-food e-commerce growth accelerated after the arrival of Marc and the Jet team. He
leaned into the Walmart brand quickly.
But that parent brand is the priority, he adds:
While the [Jet] brand name may still be used in the future, our resources, people and
financials have been dominated by the Walmart brand because it has so much traction.
We're seeing the Walmart brand resonate regardless of income, geography or age.
On geography, in the ongoing battle with Amazon, one of Walmart’s recurring boasts has
been its vast network of physical stores, with claims that 90% US citizens are in close
proximity to their nearest outlet.
That’s a great omni-channel differentiator in normal times, but only when customers are
able to get to the stores in the first place. As lockdown is lifted at varying speeds across
the US, McMillon is now looking ahead:
I think we may see a bit of a twostep in some places where we make progress two steps
forward, take a step back and then move forward again. Now, obviously, there are a lot
of pieces that have to be put in place from testing to exposure notification. And then
policies at state level and county level are going to influence this and it'll be volatile and
we'll just manage it. Job one for us right now in the US is to get back in stock and be
positioned to serve customers for whatever it is that they want to buy.
As for the future of the e-commerce arm:
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Our mindset is an aggressive mindset, meaning that we want to drive this e-commerce
business and the marketplace that goes with it as aggressively as we can. We [previously]
had a growth [strategy] in terms of capacity and capital to build out our fulfillment centers,
[we] have a multi-year plan there, and that will continue. It's been great to see the stores
step up during a period like this to handle surges [and] that capability is one that serves
us well over time…Even as the virus and other things create volatility, we'll keep moving
forward on our strategy.
My take
Some big numbers and a strong response to changed consumer needs in a crisis from
Walmart.
There’s still one lingering issue that hasn’t gone away and that’s the harsh reality that
however impressive the e-commerce operation is, it’s still not profitable. McMillon says:
One of the things we've been saying all along is we need a bigger online business in
profitable categories.
And Marc and the team have obviously been working on that…At the end of this, it's about
really healthy top-line with a strong mix represented not just consumable items at low
margin, delivered through any means they want, through our stores if that's the most
efficient route, straight from [fulfilment centers] if that's the most efficient route, and that's
the math that we work with underneath.
For his part, Lore argues:
Some of the things we know we need to do long-term to continue [to address] these
losses is keep the fixed [costs] growing at a low rate when we grow sales at a high
rate...driving mix into higher margin categories like home and fashion, which we're also
doing. That means that we need to continue to add brands…And then also innovating
and doing things like leveraging the stores to help with [fulfilment center] capacity.
McMillon concludes:
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In the end, we're going to end up with an omni-channel business and it's going to serve
customers in a way that they want to be served…I think job one for us is to stay relevant
with customers for the future in the way they want to shop. And then job two is to figure
out how to deliver a shareholder return as we do it.
The current crisis has created exceptional circumstances and bought Walmart's e-
commerce arm some time. But if the post-crisis economic recession is as bad as many
predict, all of the retailer's operations are going to come under increasing scrutiny and
that will most definitely include the omni-channel balance between the stores and online.
Source: https://diginomica.com/walmart-e-commerce-soars-during-covid-19-crisis-
online-profitability-remains-longer-term-challenge
1.1 Using relevant examples from the case study assess the underlying strategic trends
that had impacted Wal – Mart both before and during the Covid-19 crisis. (10)
1.2 In another development in the firm’s evolving e-commerce strategy, Walmart has
taken the decision to shutter Jet.com and phase out the brand, three years after
splashing out $3.3 billion to acquire the start-upExamine Wal- Marts e- commerce
strategy
With reference to the above appraise the effectiveness of Wal -Marts e-commerce
strategy. (20)
1.3 Given the substantial market share of Amazon in the e- commerce market both in
the USA and abroad, assess with the use of relevant research and Porters five
forces model Wal-marts effectiveness in competing with Amazon in the e-
commerce space. (20)
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QUESTION TWO [25]

An expert system consists of hardware and software that stores knowledge and makes
inferences, enabling a novice to perform at the level of an expert.
With regards to the above statement and with the use of a relevant diagrammes
examine the concepts of an expert system.
QUESTION THREE [25]

Organisations invest in computer hardware to improve worker productivity, increase
revenue, reduce costs, provide better customer service, speed up time to market, and
facilitate collaboration among employees.
With regards to the above assess the components, concept and types of processors.
END OF INFORMATION SYSTEMS ASSIGNMENT
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10.2.2 BUSINESS MANAGEMENT 201 [100]

QUESTION ONE [40]
Poor communication or interpersonal tension can easily cause simple disagreements.

to flare up into resentment or worse. Conflicts that are allowed to fester and grow will
ultimately diminish productivity and damage staff morale. This is why employers seek
employees with the skills to manage and diffuse conflict
1.1 In light of the above examine the term conflict management, together with the
various approaches that can be used to resolve conflict. Provide a suitable
example of a conflict situation when appropriate to utilise each approach. (20)
1.2 Discuss five (5) conflict management skills that one can utilise to effectively
manage conflict. (10)
1.3 Explain how political behaviour can lend itself to creation of conflict within a
business, provide appropriate examples to support your answer. (10)
QUESTION TWO [30]
You have been appointed to assist Mr. Mthembu with designing a suitable
organisational structure for his business. The business is currently operating with a
functional organisational structure, this does not seem to be working as the business
has gone global in the last few years, with operations on every continent. The business
manufactures and sells its own products in various countries across the world. There
has been a lot of conflict and miscommunication that has arisen during the last year due
to issues with diversity. Mr. Mthembu thinks it’s time for some change. Assist Mr.
Mthembu with the following:
2.1 Analyse the extract above and determine a suitable type of organisational
structure for Mr. Mthembu’s business. (10)
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2.2 In light of your answer provided in 2.1 assess the advantages and disadvantages
of this type of organisational structure compared to that of a functional
structure. (20)
QUESTION THREE [30]
An organization’s culture is shaped by the people inside the organisation, by the

ethics of the organisation, by the employment rights given to employees, and by the
type of structure used by the organisation.
In light of the above, critically discuss the roles and functions of organisational culture
for an existing business of your choice. Provide clear examples to highlight the above.
END OF BUSINESS MANAGEMENT 201 ASSIGNMENT
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10.2.3 PUBLIC LAW [100]
QUESTION ONE [35]
1.1 Determine the purpose and source of public law. (17)

1.2 Distinguish between public law and private law. (18)
QUESTION TWO [20]
Discuss State liability with reference to : The Contractual Liability of the State and
Delictual liability.
QUESTION THREE [35]
Section 33 of the Constitution gives the right to administrative action that is ‘lawful,
reasonable and procedurally fair’.
Critically analyse the concept of lawful, reasonable, and procedurally fair administrative
action - with reference to relevant legislation and case law.
QUESTION FOUR [10]
Demonstrate your knowledge on the categories of treaties. Make use of your own
examples to illustrate your understanding.
END OF PUBLIC LAW ASSIGNMENT
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11. SUMMATIVE ASSESSMENT (EXAMINATIONS)

11.1 EXAMINATION VENUES
REGION REGION
KWAZULU NATAL GAUTENG
(Durban) (Johannesburg)
KWAZULU NATAL GAUTENG
(Pietermaritzburg) (Pretoria)
KWAZULU NATAL MPUMALANGA
(Newcastle) (Nelspruit)
EASTERN CAPE WESTERN CAPE
(Port Elizabeth) (Cape Town)
EASTERN CAPE ESWATINI
(East London) (Manzini)
EASTERN CAPE NAMIBIA
(Queenstown) (Windhoek)
EASTERN CAPE NAMIBIA
(Mthatha) (Ongwediva)
LIMPOPO NAMIBIA
(Polokwane) (Walvis Bay)
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11.2 EXAMINATION DATES/SCHEDULE FOR SEMESTER ONE & SEMESTER TWO
FINAL SUPPLEMENTARY
MODULES
EXAMINATION EXAMINATION
SEMESTER 1 MODULES
BUSINESS LAW
FINANCIAL LAW Examinations will commence 13 June 2022

going onto 25 June 2022
E-COMMERCE LAW
SEMESTER 2 MODULES (YEAR / ANNUAL MODULES)
INFORMATION SYSTEMS
Examinations will commence 31 October

2022 going onto 12 November 2022
BUSINESS MANAGEMENT 201
PUBLIC LAW
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Appendix A: ASSIGNMENT COVER SHEET
Programme
Module Name
Assignment Number
Surname
First Name/S
Student Number
Date Submitted
Postal Address
E-MAIL
myregent email address …………………………................................................@myregent.ac.za
E-Mail
(alternate email address)
Contact Numbers Cell :

Home :
Work :
Alternate contact :
Name:
Relationship:
Contact number:
I ___________________________ ID/Passport No._________________________hereby confirm

that the assignment submitted herein is my own original work.
Date: ______________________
FOR OFFICE USE ONLY

Marks per question (Q)
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10
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REGENT Business School

Bachelor of Commerce Law

Academic and Assessment Calendar

1. MESSAGE FROM THE PROGRAMME COORDINATOR 2

2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR 3

4. STUDENT SUPPORT SERVICES 4

5. PROGRAMME STRUCTURE AND DUE DATES 5

8. ASSIGNMENT SUBMISSION GUIDELINES 8

10. ASSIGNMENT SCHEDULE 10

APPENDIX A: ASSIGNMENT COVER SHEET 25

1. MESSAGE FROM THE PROGRAMME COORDINATOR

Welcome to REGENT Business School (RBS)

The Bachelor of Commerce programme at REGENT Business School is an expansive

Please feel free to contact me for Academic support required.

Best wishes and welcome to REGENT Business School.

2. PURPOSE OF ACADEMIC AND ASSESSMENT CALENDAR

The contact details of the offices are follows:

4. STUDENT SUPPORT SERVICES: STUDENT INFORMATION DESK (SID)

We are committed towards your success.

BACHELOR OF COMMERCE LAW YEAR 1

SEMESTER MODULES YEAR MODULES (ANNUAL)

(EXAMINATIONS IN SEMESTER 1) (EXAMINATIONS IN SEMESTER 2)

● Business Communication 101 ● Business Management 1

● Fundamentals of the South African ● Economics 1

• Business Law • Information Systems

• Financial Law • Business Management 201

BACHELOR OF COMMERCE LAW YEAR 3

SEMESTER MODULES SEMESTER MODULES

6.2 WORKSHOP/WEBINARS MODULES AND STRUCTURE

Workshops/Webinars will be conducted on the following dates:

SEMESTER ONE: JANUARY – JUNE 2022 WORKSHOP

SEMESTER ONE START DATE

● Financial Law 07 March 2022

SEMESTER TWO: JULY – DECEMBER 2022 WORKSHOP

SEMESTER TWO START DATE

● Business Management 201 01 August 2022

7. FORMATIVE ASSESSMENT (ASSIGNMENTS)

8.1 ASSIGNMENT SUBMISSION GUIDELINES

The submission of assignments is compulsory. Students who do not submit an

8.2 Mode of Submission

To submit your assessments, please note the following steps:

Step 1: Click on your browser, and type in https://regentonline.ac.za

Step 4: Now click on Compulsory Assignment. (this is a section heading in your

Should you have any queries, then kindly write to studentsupport@regent.ac.za

9. PRESCRIBED/ RECOMMENDED READINGS

Based on the publication of new editions as well as ongoing programme design

MODULE PRESCRIBED READINGS

Title: Malan on Bills of Exchange, Cheques and

Title: Introduction to South African Banking and Credit Law.

Title: The Law of Banking and Payment in South Africa

Title: Information and Communications Technology Law.

Burns, Y. and Beukes, M. (2013) Administrative Law: under

10. ASSIGNMENT SCHEDULE

MODULE ASSIGNMENT SUBMISSION

Business Management 201

10.1 ASSIGNMENT QUESTIONS: SEMESTER ONE (JANUARY – JUNE 2022)

QUESTION TWO [20]

2.2 Explain the Essentials of a valid contract. [10]

QUESTION THREE [35]

3.2 Model your knowledge and understanding on Pre-incorporation Contracts. [17]

QUESTION FOUR [10]

Describe the Turquand rule with reference to relevant law.

END OF BUSINESS LAW ASSIGNMENT

I ___ ID/Passport No._hereby confirm