Supervisory Management n4 2018 Combined

T1690(E)(J27)T
NATIONAL CERTIFICATE
SUPERVISORY MANAGEMENT N4
(4110504)
27 July 2018 (X-Paper)

09:00–12:00
This question paper consists of 8 pages.
Copyright reserved Please turn over

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DEPARTMENT OF HIGHER EDUCATION AND TRAINING

REPUBLIC OF SOUTH AFRICA
TIME: 3 HOURS
MARKS: 100
INSTRUCTIONS AND INFORMATION
1. Answer ALL the questions.
2. Read ALL the questions carefully.
3. Number the answers according to the numbering system used in this question
paper.
4. Start each question on a NEW page.
5. Keep subsections of questions together.
6. Write neatly and legibly.

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QUESTION 1: INTRODUCTION TO SUPERVISION
1.1 A natural leader must learn to multiply himself/herself by getting results from
other people that would lead to the leader achieving his/her objectives.
Name FOUR characteristics of a natural leader. (4)
1.2 Briefly describe the THREE principles which a manager or supervisor should
apply which will have the most effective impact on his/her performance in
terms of balancing management work and technical work. (3 × 2) (6)
[10]
QUESTION 2: PLANNING
2.1 Decision making is regarded by many researchers as the most important

action of the management actions.
State what is involved in decision making by writing FOUR points of

approximately 25 words. (4)
2.2 Explain the difference between goals and objectives. (2 × 2) (4)
2.3 The principles of planning have to be followed to ensure that plans are
effective.
Explain the principle of continuous planning. (2)

[10]
QUESTION 3: ORGANISING
3.1 Organisations create specific structures and frameworks, which make

provision for the pursuit of certain common goals by people in these
organisations.
Name FOUR major characteristics of a formal organisation. (4)
3.2 What are the differences between responsibility, authority and accountability?
(3 × 2) (6)
[10]

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QUESTION 4: LEADING
4.1 In many ways problem solving is decision making. Most decisions are made
to solve problems and as most problems have a host of possible solutions, a
decision has to be taken as to which solution to adopt.
4.1.1 What is a problem? (2)
4.1.2 How does a supervisor recognise a problem? (2)
4.1.3 What causes a problem? (1)
4.2 Complete the following sentences by writing down the missing word. Write
only the word next to the question number (4.2.1–4.2.5) in the
ANSWER BOOK.
4.2.1 Communication begins with the …
4.2.2 The information is … over a channel.
4.2.3 Verbal … may be written or oral.
4.2.4 Non-verbal communication may be made by … expressions.
4.2.5 To accomplish improved communication, an effort should be

made to create …
(5 × 1) (5)

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4.3 Choose a description from COLUMN B that matches an item in COLUMN A.

Write only the letter (A–E) next to the question number (4.3.1–4.3.5) in the
ANSWER BOOK.
COLUMN A COLUMN B
4.3.1 Physical or A once a human's most important physical
survival needs needs are satisfied to at least a minimum
and continuing degree, the next group of
4.3.2 Security and needs that becomes dominant is the …
safety needs needs
4.3.3 Social needs B as long as needs upon which health

depends are not satisfied, a person shows
4.3.4 Ego or esteem little interest in the other four types of
needs needs
4.3.5 Self-realisation C this need is aimed at self-fulfilment, the

needs desire to become one’s best self, to
realise one’s capabilities to the fullest
D these needs are also known as the

belonging and love needs
E the individual whose physical needs,

security and belonging and love needs are
satisfied, becomes concerned with the
need for self-respect and respect from
others
(5 × 1) (5)
[15]
QUESTION 5: CONTROL
Name and describe THREE key (make-or-break) areas of control on which

supervisors can focus most of their attention when exercising control. [10]
QUESTION 6: TRAINING
6.1 State SIX organisational problems that could indicate that training is needed
in a workplace. (6)
6.2 Explain the purpose of orientation/induction training. (4)

[10]

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QUESTION 7: FINANCIAL COMPENSATION
Choose a description from COLUMN B that matches a word/term in COLUMN A. Write

only the letter (A–J) next to the question number (7.1–7.10) in the ANSWER BOOK.
COLUMN A COLUMN B
7.1 Piecework A to overcome the problems of individual workers
who are put together in a team or group where
7.2 Standard time plan the flow of the work is such that D depends on
the work of C, C of B and B of A and so on
7.3 Measured day work
B in any event, dividends are paid on the shares.
7.4 Paid leave The employee is a shareholder and has a stake
in the company's future
7.5 Profit-sharing
C overtime, weekend and holiday work, shift
7.6 Bonus schemes differentials
7.7 Group pieceworker/ D an acceptable, fixed rate of production per piece

bonus schemes is paid which is called standard time and the
payment is called a base rate payment
7.8 Employee security
(financial protection E whatever bonus scheme is chosen, its two major
against certain risks) aims should be to act as an incentive to
increased effort (i.e. a motivator) and as a
7.9 Premium pay reward for the amount of work done
7.10 Service programs F a fixed rate of pay by the hour for a defined and
agreed standard of daily performance. Work
measurement is used to establish the time
standards for each job
G holidays, vacations, personal business leave,

military service allowance, jury duty, voting time
H social and recreational programs, such as

parties, picnics, athletic facilities, clubs and
dances which are wholly or partially financed by
the employer
I in this system/plan workers are paid a fixed

amount for each item produced in an industrial
or manufacturing situation, regardless of the
time taken to do the work
J pension, life insurance

(10 × 1) [10]

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QUESTION 8: QUALITY
Quality is the measure of the degree to which a process, product or service conforms
to the requirements that have been established for it.
Briefly describe FIVE guidelines to quality control that should be kept in mind a
supervisor. [5]
QUESTION 9: LABOUR RELATIONS
9.1 State which of the following situations would be regarded as

SUBSTANTIVELY UNFAIR or PROCEDURALLY UNFAIR reasons for an
unfair dismissal. Write only 'substantively unfair' or 'procedurally unfair' next
to the question number (9.1.1–9.1.5) in the ANSWER BOOK.
9.1.1 The employee was unaware of the nature of his/her offence.
9.1.2 The sanction imposed on the employee is inconsistent with the

treatment of other employees who committed the same or an
equal offence.
9.1.3 The dismissed employee was not informed of the rule broken by
him/her.
9.1.4 The employee was not given the opportunity to state his/her case.
9.1.5 There is no clear reason for the dismissal of the employee.

(5 × 1) (5)
9.2 A grievance can be defined as any aspect of the work with which the worker
is unhappy or in respect of which he/she feels that he/she is being offended.
This grievance is brought to the attention of management.
9.2.1 When does a grievance arise? (3)
9.2.2 Who initiates a grievance procedure? (1)
9.2.3 What provision must be made in terms of grievances? (1)

[10]

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QUESTION 10: LOSS CONTROL AND INDUSTRIAL HOUSEKEEPING
10.1 Complete the following sentences by writing the percentage missing in each
of the following sentences next to the question number (10.1.1–10.1.4) in the
ANSWER BOOK.
10.1.1 If we were able to eliminate all unsafe acts and unsafe conditions,
about … of all accidents would be prevented.
10.1.2 Unsafe acts cause approximately … of all occupational accidents.
10.1.3 Unsafe conditions cause approximately … of all occupational

accidents.
10.1.4 Acts of providence cause approximately … of all occupational

accidents.
(4 × 1) (4)
10.2 What does plant housekeeping mean? (2)
10.3 Why is plant housekeeping important and desirable? (4)

[10]
TOTAL: 100
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T1690(E)(N21)T
(4110504)
21 November 2017 (X-Paper)

09:00–12:00
Calculators may be used.

(4110504) -2- T1690(E)(N21)T

TIME: 3 HOURS
MARKS: 100
paper.

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QUESTION 1
1.1 'Are good leaders born or made?' Motivate your answer. (5)
1.2 Draw a chart representing the amount of time the different persons in the
different management levels should spend on management work and on
technical work to avoid the so-called 'management gap'. (5)
[10]
QUESTION 2
2.1 Indicate whether the following statements are TRUE or FALSE. Choose the
answer and write only 'true' or 'false' next to the question number in (2.1–2.5)
in the ANSWER BOOK.
2.1.1 A standard is a specific performance goal that a product, a service,

a machine, an individual, or an organisation is expected to meet.
2.1.2 Within any group a small number of persons are often responsible
for the least results (work), while a small number of persons within
the same group are often responsible for the most
mistakes/problems.
2.1.3 Future events are usually the outcome of the future and past
occurrences.
2.1.4 Economic factors, as well as political, social and technological

influences at work, tend to take place gradually over the long term.
2.1.5 Goals are specific, narrower and usually formulated over the short–
term.
(5 × 1) (5)
2.2 In order to determine realistic times for the execution (performance) of each
step, one can make use of a technique known as the 'mini-max' technique.
Describe briefly the THREE steps in the 'mini-max' technique of scheduling. (3)
2.3 When is starting point scheduling used? (2)

[10]
QUESTION 3
3.1 What is meant by organisation? (2)

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3.2 Choose a term from COLUMN B that matches a description in COLUMN A.

Write only the letter (A–H) next to the question number (3.2.1–3.2.8) in the
ANSWER BOOK.
COLUMN A COLUMN B
3.2.1 Principle of goals A one can only delegate confidently if the
person to whom one delegates, can
3.2.2 Principle of handle the work. It is important that
specialisation there should be certain guidelines for
delegation, like clearly-formulated
3.2.3 The principle of goals, understanding of what is
span of control expected
3.2.4 Principle of B supervisors, and any other category of

management workers, tend to give preference to the
accentuation kind of work, product or area in their
sections with which they are best
3.2.5 The principle of familiar
willingness and
proficiency C work which you give to your
subordinates must, as far as possible,
3.2.6 The principle of be relevant to their abilities, training
unity of command and interest
D it is hereby understood that the

3.2.7 The principle of
organisational structure of the
corresponding
organisation, and specifically each
authority
department and section, must be
constituted (put together) in such a
manner that the goals will still be
accountability
attained in the most economical
manner
E the authority given to a person should

be related (and be of the same kind)
to the responsibility delegated to him
F individuals and not groups are

accountable for the results. errors can
be pinpointed quickly for corrective
steps
G a task should not be delegated to a

person who is unwilling or not qualified
to complete it successfully
H if a person is responsible to or has to

report back to more than one person,
confusion arises
(8 × 1) (8)
[10]

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QUESTION 4
4.1 4.1.1 Which THREE questions must be asked when establishing the
cause of a problem in a manufacturing environment? (3)
4.1.2 How can one describe a problem? (2)
4.2 Complete the following sentences by filling in the missing. Write only the
missing word next to the question number (4.2.1–4.2.5) in the
ANSWER BOOK.
To accomplish improved communication, an effort should be made to create

(4.2.1) …
Use simple (4.2.2) … and words which the audience usually use, and give an
explanatory example.
The more people there are through whom a message has to pass, the
(4.2.3) … the danger that the message will be distorted.
We tend to think with our (4.2.4) …
The more an idea is put to use, the better it tends to be (4.2.5) … and
remembered.
(5 × 1) (5)

(4110504) -6- T1690(E)(N21)T

ANSWER BOOK.
COLUMN A COLUMN B
4.3.1 Job enlargement A this comes from truly motivating factors
such as interesting and challenging
4.3.2 Job enrichment work, utilisation of one's capabilities,
opportunities to do something
4.3.3 Job rotation meaningful, recognition of achievement
and responsibility for one's own work
4.3.4 Satisfaction
B having an employee on a routine,
4.3.5 Job design repetitive job, move from one routine
job to another, and back again, every
few hours a days, has been found in
some instances to relieve boredom
and monotony
C this requires an appropriate job

structure in terms of content,
function and relationships. this
affects productivity, employee
motivation and morale
D to extend the boundaries of a job by

adding different tasks at the same
level of expertise
E expands a job vertically by adding

higher-skill activities and by delegating
greater authority
(5 × 1) (5)
[15]
QUESTION 5
By exercising control the educational leader is assured that tasks are carried out
effectively, and he remains the one responsible for the use and implementation of
delegated authority.
Name and briefly describe FIVE types of control. (5 × 2) [10]

(4110504) -7- T1690(E)(N21)T
QUESTION 6 TRAINING
Complete the following sentences/statements by filling in the missing word(s) in each

sentence/statement. Write only the missing word(s) next to the question number
(6.1–6.10) in the ANSWER BOOK.
According to Bittel (1990:219), there are two major ways to identity (6.1) … needs,
which are gaps between (6.2) … and actual performance.
These two ways – (6.3) … and (6.4) … are both potentially useful.
Informally you should be on the alert for any of the following conditions:
• too much (6.5)…;

• below-standard (6.6) … rates;
• out-of-line (6.7) … costs;
• a high (6.8) … rate;
• excessive (6.9) … and even a general state of poor (6.10) … [10]
QUESTION 7
7.1 Name TWO factors which determine how wages are established in an
organisation? (2)
7.2 With the cost of modern day living being so high the question of wages and
salaries is the most important aspect of one's employment.
Name and describe FOUR major purposes of a wage and salary program. (8)
[10]

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QUESTION 8: QUALITY
The following statements refer to quality. Choose a description/statement from

COLUMN B that matches a description/statement in COLUMN A. Write only the letter
(A–E) next to the question number (8.1–8.5) in the ANSWER BOOK.
COLUMN A COLUMN B
8.1 Defect A to remanufacture, do over, adjust,
modify, or otherwise repair a product or
8.2 Rework a service that has been rejected
because of an observed or reported
8.3 Specification defect
8.4 Tolerance B statement of precision that establishes

limits within which the product or the
8..5 Reliability service must meet the specification
C is the probability of a product

performing a specific function, under
given conditions, for a specified time
without failure
D any variation of the product or service

that falls outside the prescribed toler-
ances
E the definition of expected performance

of a product, quality or service, usually
stated by definite measurements of
size, shape and finish
(5 × 1) [5]

(4110504) -9- T1690(E)(N21)T
9.1 Complete the following sentences by filling in the missing word(s). Write only
the missing word(s) next to the question number (9.1.1–9.1.5) in the
ANSWER BOOK.
The application of discipline is a fundamental (9.1.1)… and-management

responsibility.
It can rightly be required of supervisors and managers to develop the

necessary knowledge and skills, in order to accomplish this important
management function effectively.
The right to exercise discipline however, does not authorise management to

(9.1.2) … unfairly, inconsistently, or arbitrarily.
Moreover, the purpose of discipline is not to punish a worker, but to help a

worker to overcome (9.1.3) … with respect to behaviour or work achievement.
Only when attempts to reach this are not successful, or when (9.1.4) … is so
serious that it cannot reasonably be expected of an employer to retain an
employee, (9.1.5) … is considered.
(5 × 1) (5)
9.2 A number of workers in any organisation perform a variety of tasks and work
under many different circumstances. It is therefore difficult to satisfy all
workers in such circumstances, or to keep them satisfied.
Explain the difference between a grievance and a grievance procedure. (5)

[10]
QUESTION 10: LOSS CONTROL/HOUSEKEEPING
An accident is an unintended or unplanned happening that may or may not result in

personal injury, property damage, work process stoppage or interference, or any
combination of these conditions under such circumstances that personal injuries might
have resulted.
What are the FIVE basic methods available for preventing accidents? (5 × 2) [10]
TOTAL: 100
Copyright reserved
T1620(E)(J28)T
(4110504)
28 July 2017 (X-Paper)

09:00–12:00
Calculators may be used.

(4110504) -2- T1620(E)(J28)T

TIME: 3 HOURS
MARKS: 100
3. Read ALL the questions carefully and answer only what is asked.
Number the answers correctly according to the numbering system used in this
4. question paper.
5. Keep subsections of questions together

(4110504) -3- T1620(E)(J28)T
1.1 Five of the statements below represent the ongoing management process.
Choose the statements and write only the correct letters (A–F) next to the
question number (1.1) in the ANSWER BOOK.
A Controlling: Regulating the process, its costs and the people who carry it
out
B Socialising: Planning a golf tournament for subordinates
C Organising: Arranging jobs to be done more more effectively
D Activating(Directing): Motivating, communicating and leading
E Planning: Setting goals and establishing plans and procedures to attain

them
F Staffing: Selecting and placing the right number of people appropriate jobs (5)
1.2 Name FIVE qualities a supervisor should have. (5)

[10]
2.1 According to Allen (1964:122) management starts with clearly defined goals.
State FIVE guidelines supervisors should follow to set clearly defined goals. (5)
2.2 A standard is a specific performance goal which a product, a service, a

machine, an individual or an organisation meets when work and results are
evaluated.
State FIVE requirements which a standard should meet. (5)

[10]

(4110504) -4- T1620(E)(J28)T
3.1 Choose a statement from COLUMN B that matches a principal in COLUMN A.

ANSWER BOOK.
COLUMN A COLUMN B
3.1.1 Willingness and proficiency A if a person is responsible to
or has to report back to
3.1.2 Span of control more than one person,
confusion arises
3.1.3 Unity of command
B individuals and not groups
3.1.4 Corresponding authority are accountable for results
and errors can be
3.1.5 Accountability pinpointed quickly for
corrective steps
C one can only delegate

confidently if the person to
whom one delegates can
handle the work. It is
important that there should
be certain guidelines for
delegation, like clearly-
formulated goals and
understanding of what is
expected
D a task should not be

delegated to a person who
is unwilling or not qualified
E the authority given to a

person should be related
(and be of the same kind)
to the responsibility
delegated to him
(5 × 1) (5)
3.2.1 Which tasks may a supervisor delegate? (2)
3.2.2 What should a supervisor not delegate? (3)

[10]

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QUESTION 4: LEADING
4.1 Name the FIVE steps in the systematic approach to problem solving and
decision making (5)
4.2 Indicate whether the following situations refer to COMMUNICATION or

MOTIVATION. Write only 'Communication' or 'Motivation' next to the
question number (4.2.1—4.2.10) in the ANSWER BOOK.
4.2.1 Recognition must be sincere and should not be in the form of fake
flattery.
4.2.2 Steps must be taken to ensure that workers remember important

points or instructions.
4.2.3 Prompt people to participate. Listen carefully to questions and

explanations from the audience. Ask questions to understand
ideas and experiences.
4.2.4 Objectives are achieved by working through and with others. No

matter how perfect your plans, organisation and controls are if you
cannot build a team eager to do the work you will not accomplish
the results you want.
4.2.5 To develop participation, involve your people in the planning and

decision making which affects their work or their working
conditions.
4.2.6 Your objective is to guide the thinking, understanding and

acceptance of the Iisteners.
4.2.7 People should not only be informed about results achieved, but
also about changes and progress.
4.2.8 Use correct words that cannot easily be distorted through fear,
distrust, suspicion.
4.2.9 People have different backgrounds, emotions, interests, knowledge,

ambitions, etc. They interpret according to their make-up and
beliefs. This means that we have to know something about the
audience.
4.2.10 A supervisor should be prepared to delegate authority to capable

people. In this way a person's post is enhanced and it also serves
as a means of personnel development.
(10 × 1) (10)
[15]

(4110504) -6- T1620(E)(J28)T
QUESTION 5: CONTROL
5.1 Indicate whether the following situations refer to DIRECT CONTROL or

INDIRECT CONTROL. Write only 'Direct' or 'Indirect' next to the question
number (5.1.1–5.1.7) in the ANSWER BOOK.
5.1.1 This way of exercising control lets the staff feel that they are
trusted and time is better utilised.
5.1.2 This is done by means of oral or written reports.
5.1.3 Lots of paper work is reduced in this way but it is not always
possible, due to time.
5.1.4 This is achieved by means of personal discussions and

observations.
5.1.5 This control by inspection may cause staff to feel that they are not
trusted.
5.1.6 The staff can also try to correct their own mistakes instead of
waiting to be told how to do ist.
5.1.7 The actual situation is observed and evaluated and can be

corrected at once.
(7 × 1) (7)
5.2 Name any THREE positive approaches that a supervisor can use or
consider to minimise the negative aspects of control and break down
employee resistance to control. (3)
[10]

(4110504) -7- T1620(E)(J28)T
Complete the following paragraphs by filling in the missing word or words. Write only
the missing word or words next to the question number (6.1–6.10) in the
ANSWER BOOK.
Classroom instruction is most useful when concepts, attitude, (6.1) … and problem-
solving abilities must be learnt. There are certain aspects of nearly all jobs that can be
learned better in the classroom than on the job. Lecturing is one of the principal
classroom instruction (6.2) …
The trainer delivers a (6.3) … address on a given topic and is presumed to possess a
considerable depth of (6.4) … of the subject at hand. The principal virtue of the lecture
method is that it can be used for very (6.5) … groups, and thus the cost per trainee is
low.
However, the limitations of this method may outweigh its advantages.
-It violates the principle of learning by (6.6) …

-The learners are (6.7) …
-There is a one-way (6.8) …
-There is no feedback from the (6.9) …
-Sometimes difficult to hold the full (6.10) … of all the listeners for a sustained period.
(10 × 1) [10]
7.1 Two major aims of a bonus scheme should be to act as an incentive to

increased effort (i.e. a motivator), and as a reward for the amount of work
done.
List FIVE characteristics of successful bonus schemes. (5)
7.2 The term wage is used to describe the money paid to workers whose pay is
calculated according to the number of hours worked or is based on piece
work.
List FIVE factors which help to establish wages in an organisation. (5)

[10]
QUESTION 8 : QUALITY CONTROL
A colleague asks your advice about the workers in his division making so many errors.
List FIVE possible causes of errors you would advise him to investigate. [5]

(4110504) -8- T1620(E)(J28)T
9.1 Describe the difference between disciplinary procedures and grievance

procedures. (3 + 3) (6)
9.2 Indicate which of the following situations would be regarded as

unfair dismissal. Write only 'Procedurally' or 'Substantively' next to the
question number (9.2.1–9.2.4) in the ANSWER BOOK.
9.2.1 The employee was not given the opportunity to state his case.
9.2.2 After the imposition of the sanction there was no consideration of

the special circumstances, such as the previous record of the
employee.
9.2.3 The employee was unaware of the nature of his offence.

equal offence.
(4 × 1) (4)
[10]
QUESTION 10: LOSS CONTROL
By preventing or controlling incidents through loss control we protect the overall safety
of people, equipment, material and the environment.
10.1 Define accident. (3)
10.2 What is meant by physical harm? (3)
10.3 Which FOUR resources are protected through loss control? (4)
[10]
TOTAL: 100
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T1750(E)(M31)T
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TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1750(E)(M31)T
QUESTION 1: INTRODUCTION TO SUPERVISORY MANAGEMENT
1.1 By studying the nature of the job, selecting the method to be used in performing
the job and laying down specifications and tolerances, etcetera the supervisor
defines the work role of that job. Thereafter, the supervisor decides to whom the
job should be allocated. At operator level employees are normally fitted to the
job and not the other way round.
Name FIVE groups of people the supervisor has to deal with. (5)
1.2 Management leaders specialise in management work.
Explain this statement. (5)

[10]
2.1 The principle of specialisation states that work allocated to subordinates

must, as far as possible, be relevant to their abilities, training and interest.
Therefore, give work to the employee who, at a given moment, is the best
qualified for the job.
It is obvious that the quality of work will be much better if it falls within the
abilities of the subordinate, if he/she has had the necessary training to do it,
and if he/she is interested in what he/she has to do.
Name THREE results that may be ensured by specialisation. (3)
2.2 The principle of management accentuation means that supervisors, and any
other category of worker, tend to give preference to the kind of work, product
or area in their sections with which they are most familiar.
Give THREE reasons for this. (3)
the word(s) next to the question number (2.3.1–2.3.4) in the ANSWER BOOK.
Although the supervisor does not draw up the formal organisational chart,
certain responsibilities rest on his/her shoulders. A supervisor should be well
2.3.1 … with his/her own department's organisational chart; he/she must
know what the 2.3.2 … is between his/her department and other
departments; he/she must make 2.3.3 … to improve the organisational
chart; he/she must know what the 2.3.4 … of the other departments are in
order to see what influence it may have on his/her objectives. (4)
[10]

(4110504) -4- T1750(E)(M31)T
Choose a description from COLUMN B that matches an item in COLUMN A. Write only
the letter (A–J) next to the question number (3.1–3.10) in the ANSWER BOOK.
COLUMN A COLUMN B
3.1 The principle of accountability A a supervisor should supervise only as
many people as he/she can control
3.2 The principle of span of control
B if a person is responsible to or has to
3.3 The principle of willingness report to more than one person,
and proficiency confusion arises
3.4 The principle of goals C individuals and not groups are
accountable for the results; errors can
3.5 The principle of unity of be pinpointed quickly for corrective
command steps
3.6 The characteristics of D a task should not be delegated to a
organising person who is unwilling or not qualified
3.7 The principle of corresponding
authority E hereby is understood that the
organisational structure of the
3.8 The requirements for effective
organisation, and specifically each
delegation
department and section, must be
3.9 The principle of specialisation constituted (put together) in such a
manner that the goals will still be
attained in the most economical
3.10 The principle of management manner
accentuation
F willingness to allow subordinates to
make decisions
G supervisors, and any other category of

worker, tend to give preference to the
kind of work, product or area in their
sections with which they are most
familiar
H work allocated to subordinates must,

as far as possible, be relevant to their
abilities, training and interests
I it is concerned with the grouping of

tasks in such a way that the plan is
effected
J the authority given to a person should

be related to (and be of the same kind
as) the responsibility delegated to
him/her
(10 × 1) [10]

(4110504) -5- T1750(E)(M31)T
QUESTION 4: LEADING
4.1 Draw a diagram to illustrate how the gap between actual performance and
goals helps to identify problems. (5)
4.2 When can one say that communication is complete? (1)
4.3 Sometimes, when a sender conveys a message to a receiver, the message

is not received accurately as a result of interference, which causes
confusion.
Name FOUR types of interference. (4)
4.4 People spend a great deal of time on a job, and it is therefore important to
design jobs so that individuals are happy about their work. This requires an
appropriate job structure in terms of content, function and relationships. Job
design affects both productivity and employee motivation and morale.
List FIVE critical factors of job design that will most likely increase the
motivational aspects of work. (5)
[15]
QUESTION 5: CONTROLLING
Supervisors should look for key places (make-or-break points) in their operations
and then focus most of their attention on these areas.
Discuss THREE places where control can be applied. Refer to:
• Preventative control
• Concurrent control
• Corrective control [10]

(4110504) -6- T1750(E)(M31)T
6.1 Name the type of classroom instruction technique described in statements

6.1.1 to 6.1.7 below. Write only the name of the instruction technique next to
the question number (6.1.1–6.1.7) in the ANSWER BOOK.
6.1.1 The trainer delivers a prepared address on a given topic, and is

presumed to possess a considerable depth of knowledge of the
subject at hand. Used for very large groups.
6.1.2 It is a meeting of a small group (15–20 persons) in which the leader

seeks to develop knowledge and understanding by obtaining a
considerable amount of oral participation from trainees or students.
It is mostly conducted at a venue outside of the workplace.
6.1.3 Are extensively used in the teaching of law, personnel

management, labour relations, marketing, production management,
and business policy. Examples of prior events are used to
demonstrate and teach an area of learning.
6.1.4 After sufficient time for planning their actions, they must act
spontaneously before the group.
6.1.5 An attempt is made to simulate a whole business, and trainees are

given large amounts of information on financial, production,
marketing, industrial relations and legal aspects of the
organisation.
6.1.6 It is important that the essential aspects (key points) of the task
being learned are reproduced as accurately as possible in the
simulated environment.
6.1.7 Where the students are given considerable choice in determining

for themselves the place at which they learn, the screenings of the
learning steps, the methods used in the process, and the
evaluation of their own learning.
(7 × 1) (7)
6.2 Where, and for whom, is vestibule (off-the-job) training used? (3)
[10]

(4110504) -7- T1750(E)(M31)T
7.1 Whatever bonus scheme is chosen, its two major aims should be to act as an
incentive for increased effort (i.e. a motivator), and as a reward for the amount
of work done.
Briefly discuss FOUR guidelines that a company must consider to ensure that
the bonus scheme they choose is successful. (4)
7.2 The term ‘wage’ is used to describe monetary payments to workers whose
pay is calculated according to the number of hours worked, or is based on
piecework.
Name and briefly describe THREE factors that help establish wages in an
organisation. (3 × 2) (6)
[10]
QUESTION 8: QUALITY
the letter (A–E) next to the question number (8.1–8.5) in the ANSWER BOOK.
COLUMN A COLUMN B
8.1 Defect A statement of precision that establishes limits
within which the product or the service must
8.2 Rework meet the specification
8.3 Specification B the probability of a product performing a specific

function, under given conditions, for a specified
8.4 Tolerance time without failure
8.5 Reliability C any variation of the product or service that falls

outside the prescribed tolerances
D the definition of expected performance of a

product, quality or service, usually stated by
definite measurements of size, shape and finish
E to remanufacture, do over, adjust, modify, or

otherwise repair a product or a service that has
been rejected because of an observed or
reported defect
(5 × 1) [5]

(4110504) -8- T1750(E)(M31)T
9.1 A grievance procedure assumes that management is prepared to listen to

workers' grievances, and affords every worker the opportunity to approach
management with his/her grievances, without fear of intimidation,
discrimination or harm.
Name the FIVE steps that a grievance procedure might consist of. (5)
9.2 State which of the following offences would be regarded as LESS SERIOUS
OFFENCES, SERIOUS OFFENCES or VERY SERIOUS OFFENCES. Write
only 'less serious', 'serious' or 'very serious' next to the question number
(9.2.1–9.2.5) in the ANSWER BOOK.
9.2.1 Being under the influence of alcohol or drugs on company

premises
9.2.2 Loafing, wasting time, or deliberately working slowly
9.2.3 Abusing sick leave benefits
9.2.4 Falsifying an accident report
9.2.5 Insulting fellow workers, particularly in cases affecting racial

relations
(5 × 1) (5)
[10]
10.1 What does plant housekeeping mean? (1)
10.2 Why is plant housekeeping important and desirable? (4)
10.3 To what does the following refer: An undesired event that could (or does)
result in a loss. (1)
10.4 Complete the following sentences by filling in the missing percentages. Write
only the missing percentage next to the question number (10.4.1–10.4.4) in
the ANSWER BOOK.
If we were able to eliminate all unsafe acts and unsafe conditions, about
(10.4.1) … of all accidents would be prevented. Unsafe acts cause
approximately (10.4.2) … of all occupational accidents. Unsafe conditions
cause approximately (10.4.3) … of all occupational accidents. Acts of
Providence cause approximately (10.4.4) … of all occupational accidents. (4)
[10]
TOTAL: 100
Copyright reserved
T1340(E)(N21)T
NOVEMBER EXAMINATION
(4110504)

09:00–12:00
Calculators may NOT be used.

(4110504) -2- T1340(E)(N21)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1340(E)(N21)T
1.1 The executive should spend about 80% of working time doing management
work. Even at the first supervisory level, 40% of the time should be spent on
management work.
With the temptation to perform too much technical work in mind, how can you
best build a productive team? (4)
1.2 The actions of the natural leader are of short service and he/she must learn to
multiply himself/herself so that he/she only gets results through and with other
people to achieve all his/her objectives.
When the natural leader does not change his/her natural leadership style, there
are problems or symptoms that could follow.
State SIX of these problems or symptoms. (6)

[10]
2.1 According to Allen (1964:122), the definition of a goal is the starting point of
management activity. A supervisor wanting to manage effectively must have
clearly defined goals.
State FIVE guidelines that you would apply to goals that you set. (5)
2.2 A standard is a specific performance goal that a product, a service, a

machine, an individual, or an organisation is expected to meet, in other words,
the criteria by which work and results are evaluated.
State FIVE requirements of a standard. (5)

[10]

(4110504) -4- T1340(E)(N21)T
3.1 Choose a description from COLUMN B that matches a principle in COLUMN

A. Write only the letter (A–E) next to the question number (3.1.1–3.1.5) in the
ANSWER BOOK.
COLUMN A COLUMN B
3.1.1 The principle of span A if a person is responsible to or has to
of control report back to more than one person,
confusion arises
willingness and B individuals and not groups are
proficiency accountable for the results; errors can
be pinpointed quickly for corrective
3.1.3 The principle of unity steps
of command
C one can only delegate confidently if the
3.1.4 The principle of person to whom one delegates, can
corresponding handle the work; it is important that
authority there should be certain guidelines for
delegation, like clearly-formulated
3.1.5 The principle of goals and an understanding of what is
accountability expected
D a task should not be delegated to a

person who is unwilling or not qualified
E the authority given to a person should

be related to (and be of the same kind
as) the responsibility delegated to
him/her
(5 × 1) (5)
3.2 What should a supervisor delegate? (2)
3.3 What should a supervisor NOT delegate? (3)

[10]

(4110504) -5- T1340(E)(N21)T
QUESTION 4: LEADING
4.1 How can one define a problem? (2)
4.2 Which THREE questions must be asked when establishing the cause of a
problem in a manufacturing environment? (3)

(4.3.1 …).
Use simple (4.3.2 …) and words which the audience usually use, and give an
The more people there are through whom a message has to pass, the
(4.3.3 …) the danger that the message will be distorted.
We tend to think with our (4.3.4 …). The more an idea is put to use, the
better it tends to be (4.3.5 …) and remembered. (5)

(4110504) -6- T1340(E)(N21)T

ANSWER BOOK.
COLUMN A COLUMN B
4.4.1 Job enlargement A having an employee on a routine,
repetitive job move from one routine job
4.4.2 Job enrichment to another and back again every few
hours a days, has been found in some
4.4.3 Job rotation instances to relieve boredom and
monotony
4.4.4 Satisfaction
B this requires an appropriate job
4.4.5 Job design structure in terms of content, function
and relationships; it affects productivity,
employee motivation and morale
C to extend the boundaries of a job by

adding different tasks at the same level
of expertise
D expands a job vertically by adding

higher-skill activities and by delegating
greater authority
E this comes from truly motivating factors

such as interesting and challenging
work, utilisation of one's capabilities,
opportunities to do something
meaningful, recognition of achievement
and responsibility for one's own work
(5 × 1) (5)
[15]
5.1 Explain the basic purpose of controlling. (8)
5.2 What is meant by the principle of the critical few? (2)

[10]

(4110504) -7- T1340(E)(N21)T
Complete the following paragraphs by filling in the missing word(s). Write only the
word(s) next to the question number (6.1–6.10) in the ANSWER BOOK.
In 'on-the-job-training' the instructor (supervisor or a designated experienced non-

supervising employee) must break down the (6.1 …) to be learnt into meaningful
packages and present them to the employee in a systematic sequence.
The instructor (6.2 …) the work himself/herself and carefully guides and observes the
trainee as he/she performs the work. (6.3 …) will be given as required.
On-the-job training has the following advantages:

• It (6.4 …) the trainee to learn on the (6.5 …) equipment and in the environment of
the job,
• This results in an actual feeling of (6.6 …) because he/she produces useful
products.
• It is (6.7 …) for the employer, because only a few get the training.
• Knowledge and skills can be learnt in a relatively (6.8 …) time.
• A great depth of (6.9 …) can be acquired, compared to a (6.10 …) situation.
[Source: Beach: 1985:250-2511] [10]
The following are examples of kinds of benefits and services commonly found in work
organisations.
• Pension
• Life insurance
• Hospitalisation et cetera
Give TEN reasons why a company would adopt benefit and service programs? [10]
QUESTION 8: QUALITY
A colleague comes to you for advice as to what the reasons could be for his/her
workers making so many errors in his/her division.
Give FIVE possible causes of errors you would advise him/her to investigate. [5]

(4110504) -8- T1340(E)(N21)T
9.1 A number of workers in any organisation perform a variety of tasks and work
under many different circumstances. It is therefore difficult to satisfy all
workers in such circumstances, or to keep them satisfied.
Distinguish between a grievance and a grievance procedure. (5)
The application of discipline is a fundamental (9.2.1 …) and management

responsibility.
It can rightly be required of supervisors and managers to develop the
necessary knowledge and skills, in order to accomplish this important
management function effectively.
The right to exercise discipline, however, does not authorise management to
(9.2.2 …) unfairly, inconsistently, or arbitrarily.
Moreover, the purpose of discipline is not to punish a worker, but to help a
worker to overcome (9.2.3 …) with respect to behaviour or work achievement.
Only when attempts to reach this are not successful, or when (9.2.4 …) is so
serious that it cannot reasonably be expected of an employer to retain an
employee, is (9.2.5 …) considered. (5)
[10]
Indicate whether the following situations are caused by the EMPLOYER or the
WORKER. Write only 'Employer' or 'Worker' next to the question number
(10.1–10.10) in the ANSWER BOOK.
10.1 Working at unsafe speeds
10.2 Working without authority
10.3 Unsafe construction
10.4 Failure to secure machinery and materials
10.5 Rendering safety devices inoperative
10.6 Unsafe lighting
10.7 Arranging or placing objects unsafely

(4110504) -9- T1340(E)(N21)T
10.8 Fooling, teasing, and abusing workmates
10.9 Lack of machine and other guards
10.10 Using equipment unsafely or using limbs instead of equipment supplied

(10 × 1) [10]
TOTAL: 100
Copyright reserved
MARKING GUIDELINE
21 NOVEMBER 2016
This marking guideline consists of 6 pages.

MARKING GUIDELINE -2- T1340(E)(N21)T
1.1 • Train your people, counsel and coach them, so that they can take over
more and more of the technical work.
• When you perform planning and controlling work, try to get the people who
will carry out the plans and exercise the control to do as much as possible
of the work
• This will ensure a high degree of participation, so that people have a
feeling of ownership and will strive to make their plans succeed.
• In doing so, they are also taking the monkey off your back. (4 × 1) (4)
1.2 • Dissatisfaction among personnel

• Work impoverishment takes place
• Interest in work declines
• Rising costs as opposed to lower productivity
• A high personnel turnover occurs
• Decision-making time lengthens (6 × 1) (6)
[10]
2.1 • They should be generally understood

• They should be concrete and specific
• They should be acceptable to those involved
• They should be balanced
• They should be achievable (5 × 1) (5)
2.2 • It should be realistic – not too high or too Iow

• It should be practically acceptable to those who have to carry out the task
• It should be measurable (time, rate, tolerance, et cetera)
• It should be flexible and adjustable
• It should be based upon planning and should be related to objectives,
programmes, schedules, budgets, policy, regulations and procedures (5)
[10]

3.1 3.1.1 C
3.1.2 D
3.1.3 A
3.1.4 E
3.1.5 B
(5 × 1) (5)
3.2 • While there are limits to what you can safely delegate, you can feel free
in assigning to others all technical work possible and
• All of the routine and detail work of managing. (2)
3.3 • You can safely delegate everything BUT the work and the authority for
which only you have the perspective to do it.ü
• You cannot safely delegate final management decisions (on overall
operating problems) andü work which subordinates cannot perform
effectively.ü (3)
[10]
QUESTION 4: LEADING
4.1 A problem can be defined

• as a disturbance of an unsettled matter
• that demands a solution for productive functioning of an organisation.
• An obstacle that stands in the way of accomplishing goals (Any 2 × 1) (2)
4.2 • Is the present operator different from the old one?

• Was a power source less regular than before?
• Did the specifications change? (3 × 1) (3)
4.3 4.3.1 Understanding/Comprehension

4.3.2 Language/English
4.3.3 Greater/More
4.3.4 Emotions/Feelings
4.3.5 Understood/Grasped
(5 × 1) (5)
4.4 4.4.1 C
4.4.2 D
4.4.3 A
4.4.4 E
4.4.5 B
(5 × 1) (5)
[15]

QUESTION 5
5.1 • To make sure that employees are at work on time

• That materials are not wasted or stolen
• That some persons do not exceed their authority
• Control helps to guide you and your department to production goals and
quality standards
• To realise planning
• To evaluate planning if necessary
• To make necessary adjustments
• To establish if the actual activities are the same as the planned activities
(8 × 1) (8)
5.2 In any given group of occurrences, a small number of causesü tend to give
rise to the largest proportion of results.ü (2)
[10]
QUESTION 6
6.1 Material/Work/Content
6.2 Demonstrates/Shows
6.3 Corrections/Rectification
6.4 Permits/Allows/Enables
6.5 Actual/Real
6.6 Accomplishment/Triumph/Success
6.7 Cheaper/Inexpensive/Economical
6.8 Short
6.9 Theory
6.10 Classroom
(10 × 1) [10]

• A primary reason is competition for employees.

• The companies providing these benefits and services soon become known as 'good'
places for which to work. In order to recruit and retain workers, other companies did
likewise.
• Some kinds of benefits are established to recruit and retain certain kinds of
personnel.
• It is an investment by a company to spend money for the development of
professional talent.
• This should pay off in the long run in improved performance.
• Some benefits are provided by employers because of a concern for the welfare of
their employees.
• Health insurance plans offered by insurance companies are designed primarily for
groups, thus lower costs.
• Enlightened self-interest is a motivating force.
• Employers know that prompt and proper medical treatment of illness yields a
healthier work force.
• Top management feels that these programs will enhance employee morale,
generate greater loyalty towards the firm, and thus provide a positive public relations
image. (10 × 1) [10]
QUESTION 8: QUALITY
• Lack of training
• Poor communication
• Inadequate tools and equipment
• Insufficient planning
• Incomplete specifications and procedures
• Lack of attention or concern (Any 5 × 1) [5]
9.1 A grievance can be defined as

• any aspect of the work with which the worker is unhappyü
• or in respect of which the worker feels that he/she is being offended.ü
• This grievance is brought to the notice of the management.ü
A grievance procedure is merely the procedureü

• which a worker must follow in order to bring his/her grievances
• to the notice of management.ü (5)

9.2 9.2.1 Supervisor

9.2.2 Act/Behave
9.2.3 Shortcomings/Difficulties
9.2.4 Misconduct/Behaviour
9.2.5 Punishment/Action
(5 × 1) (5)
[10]
10.1 Worker
10.2 Worker
10.3 Employer
10.4 Worker
10.5 Worker
10.6 Employer
10.7 Worker
10.8 Worker
10.9 Employer
10.10 Worker
(10 × 1) [10]
TOTAL: 100
Copyright reserved
T1340(E)(A1)T
AUGUST EXAMINATION
(4110504)
1 August 2016 (X-Paper)

9:00–12:00

(4110504) -2- T1340(E)(A1)T

TIME: 3 HOURS
MARKS: 100
NOTE: If you answer more than the required number of questions, only the
required number of questions will be marked. All work you do not want to
be marked must be clearly crossed out.
paper.

(4110504) -3- T1340(E)(A1)T
1.1 As a manager or supervisor you can apply your skills most effectively and
advance most rapidly if you apply three principles that impact your
performance in terms of balancing your management and technical work.
Briefly describe these THREE principles. (5)
1.2 A natural leader can only get results and achieve all his/her objectives
through and with other people.
State FOUR characteristics of a natural leader. (5)

[10]
2.1 Because you should first decide what direction you want to take and what you
want your department to accomplish, you should carefully and systematically
set goals before you start making plans.
Briefly describe the steps to be followed to carefully and systematically set

goals. (7)
2.2 Give THREE reasons why planning is important. (3)

[10]
3.1 An organisational structure is a specific framework of established posts (in

which people carry out certain functions) grouped together in order to
pursue a common goal.
List FOUR advantages of a formal organisational structure. (4)
3.2 Complete the following sentences about the characteristics of a line

organisation by filling in the missing word(s). Write only the word(s) next to
the question number (3.2.1–3.2.6) in the ANSWER BOOK.
Authority is vested in one (3.2.1) ... and staff only receive (3.2.2) ... from the
head and report back to him/her. One person is in (3.2.3) ... of a particular
task or (3.2.4) ... Lines of (3.2.5) ... are clear and each person's task and
(3.2.6) … are clearly outlined.
(6 × 1) (6)
[10]

(4110504) -4- T1340(E)(A1)T
QUESTION 4
4.1 With regard to the systematic approach to problem-solving and decision

making, choose an item in COLUMN B that matches a description in
COLUMN A. Write only the letter (A–E) next to the question number
COLUMN A COLUMN B
4.1.1 Some solutions will be 'better' than others. A identifying the
'Better' implies comparing alternatives to problem
standards, like cheaper, faster, surer,
quality, quantity, etc. Evaluation requires B collecting relevant
one to make judgments based on facts. information
4.1.2 This is the problem solving mode where C determining

you plan the actions to be taken. Ensure alternative
that the programme steps, schedule and solutions
budget are included and that all involved
agree on the specific standards to be met. D evaluating the
This will enable you to ensure that the pros and cons of
problem is solved satisfactorily with the the alternatives
minimum time and attention on your part.
E planning of
4.1.3 Get as much information as possible by implementation
using information systems and consulting
suitable people.
4.1.4 Do not make general statements such as,

'We have a problem with quality'. Instead,
narrow it down and quantify the statement if
possible. It is important to distinguish
between the problem and various
symptoms, thus determining the cause.
4.1.5 This step is the creative part of decision

making. Make every effort to discover ways
that other individuals or companies have
used to overcome similar problems. You
may find journal articles containing good
suggestions. It is good to involve your
people and appropriate groups in seeking
possible solutions.
(5 × 1) (5)

(4110504) -5- T1340(E)(A1)T
4.2 Indicate whether the situations in the statements below refer to

COMMUNICATION or MOTIVATION. Write only 'communication' or
'motivation' next to the question number (4.2.1– 4.2.10) in the
ANSWER BOOK.
4.2.1 People forget easily, therefore steps must be taken to ensure that
they do remember the important points or instructions.
4.2.2 Prompt people into participating. Win them over by listening

carefully to questions and explanations from the audience. Ask
questions to know the ideas and experiences of the listener.
4.2.3 You achieve your objectives by working through and with others.
No matter how perfect your plans, organisation and controls, if you
cannot build a team that is eager to do the work, you will not
accomplish the results you want.
4.2.4 To develop participation, involve your people in the planning and

decision making that affects their work or their working conditions.
4.2.5 Your objective is to guide the thinking, understanding and

acceptance of the Iisteners.
4.2.6 The people should not only be informed about results achieved, but
also about changes and progress.
4.2.7 Use correct words that cannot easily be distorted through fear,
distrust and suspicion.
4.2.8 People have different backgrounds, emotions, interests, knowledge,

ambitions, etcetera, and will therefore interpret things according to
their make-up and beliefs. This means that one has to know
something about that audience.
4.2.9 A supervisor should be prepared to delegate authority to capable

people. In this way a person's post is enhanced, and this serves as
a means of personnel development.
4.2.10 Recognition must be sincere and should not be in the form of fake
flattery.
(10 × 1) (10)
[15]

(4110504) -6- T1340(E)(A1)T
By exercising control, the educational leader is assured that tasks are effectively
carried out, and he/she remains the one responsible for the use and execution of
delegated authority.
Name and briefly describe FIVE types of organisational control. (5 × 2) [10]
There are four ways to provide training: hit or miss, sink or swim, trial and error, and
structured and systematic.
Describe the following terms:
6.1 Training (4)
6.2 Education (3)
6.3 Knowledge (1)
6.4 Skill (2)

[10]
Complete the following sentences by filling in the missing word(s). Write only the
The term (7.1) … is used to describe the monetary compensation to workers, whose
pay is (7.2) … according to the number of hours worked or based on (7.3) … Thus,
the weekly pay cheque will fluctuate as the number of actual hours worked varies.
The word (7.4) … applies to compensation that is (7.5) … from one pay period to the
next and does not depend upon the number of hours worked. Salary often implies a
(7.6) … distinction, because those on salary generally are (7.7) …, administrative,
professional and executive employees, whereas wage-earners are designated as
nonsupervisory or (7.8) … employees. Nowadays, these distinctions tend to be
blurred: shop-floor workers are given staff status and executives can demand to be
paid weekly.
(7.9) … benefits refer to something in addition to (7.10) … or salary that forms part of
the regular remuneration from one's employment.
(10 × 1) [10]

(4110504) -7- T1340(E)(A1)T
QUESTION 8: QUALITY
The following statements refer to quality. Choose a description from COLUMN B that
matches a statement in COLUMN A. Write only the letter (A–E) next to the question
number (8.1–8.5) in the ANSWER BOOK.
COLUMN A COLUMN B
8.1 Every activity of an organisation A no one can inspect it in
contributes to the quality of its
products or services. B see to it that employees get a copy
to guide them
8.2 Quality must be built into the
product. C this does not rest on the shoulders
of one person or even a single
8.3 Continually search for problems. department
8.4 Eliminate fear. D seek ways to improve the system
8.5 Put specifications in writing. E encourage two-way communication
(5 × 1) [5]
9.1 Describe the difference between disciplinary procedures and grievance

procedures. (5)
9.2 State which of the following situations would be regarded as

unfair dismissal. Write only 'procedurally unfair' or 'substantively unfair'' next
to the question number (9.2.1–9.2.5) in the ANSWER BOOK.
9.2.1 After the imposition of the sanction, there was no consideration of

the special circumstances, such as the previous record of the
employee.

equal offence.
(5 × 1) (5)
[10]

(4110504) -8- T1340(E)(A1)T
An accident is an unintended or unplanned happening that may or may not result in

personal injury, property damage, work process stoppage or interference, or any
combination of these conditions under such circumstances that personal injuries might
have resulted.
What are the FIVE basic methods of preventing accidents? (5 × 2) [10]
TOTAL: 100
Copyright reserved
MARKING GUIDELINE
AUGUST EXAMINATION
1 AUGUST 2016

MARKING GUIDELINE -2- T1360(E)(A1)T
QUESTION 1
1.1 You get best results if you dedicate as much time as possible to your
management work, which is largely mental, requiring concentration.a
A person in a leadership position tends to secure most effective results
through and with others by performing the management work of planning,
organising, staffing, leading and controlling to accomplish those objectives
which are understood and accepted.a
In spite of this fact, your intuitive tendency is to spend more time than you
should on technical work, in other words, doing work others (subordinates)
should be performing for you.a
The term operating work is used here and it refers to the technical work
supervisors/managers perform other than that which logically belongs in
their positions.a
You will always need to do some technical work, and the lower your
management level, the more technical work you will be required to do. a
Mental and physical effort are used to convert natural resources and
materials to real wealth with the aid of tools and machines. Technical work
is applied directly to those resources.a (6)
1.2 • Emphasises technical worka

• Centralises decision makinga
• Takes intuitive actiona
• Communicates one waya
• Organises in terms of personalitiesa
• Controls by inspectiona (Any 4 × 1) (4)
[10]
QUESTION 2
2.1 • Consider the goals of the whole organisation, not just those of your
department.a
• Estimate the strengths and weaknesses of your department.a
• Do not jump to conclusions at this early stage.a
• Consult with those who will have to help you carry out your plans and with
those who can offer you their support along the way.a
• Pick a reasonable set of goals.a
• Arrange your department's goals in a hierarchy of objectives to be used in
the most effective and best way.a
• Watch out for limitations.a (7)
2.2 • It predetermines future purposes.a

• It is the starting point of the management action.a
• It provides time for reflection.a
• It causes the supervisor to think continually about set objectives.a
• It can lead to the better utilisation of people and resources.a
• It reduces the chances of overlapping.a
• It ensures better control.a (3)
Copyright reserved
• It saves time and costa
• It increases productivitya
• It increases motivationa
• It provides better qualitya (Any 3 × 1)
[10]
QUESTION 3
3.1 • There is no overlapping or duplication of work.a

• Tasks are logically grouped.a
• People are utilised according to their abilities in the execution of certain
tasks.a
• It creates an overall impression of the field in which the organisation
operates.a (4)
3.2 3.2.1 person/individual/worker/employeea

3.2.2 instructions/orders/directives/communicationa
3.2.3 control/chargea
3.2.4 instruction/job/dutya
3.2.5 authority/power/commanda
3.2.6 responsibilities/dutiesa
(Accept other synonyms which make sense in the context) (6 × 1) (6)
[10]
QUESTION 4
4.1 4.1.1 Da
4.1.2 Ea
4.1.3 Ba
4.1.4 Aa
4.1.5 Ca
(5 × 1) (5)
4.2 4.2.1 communicationa

4.2.2 communicationa
4.2.3 motivationa
4.2.4 motivationa
4.2.6 motivationa
4.2.9 motivationa
4.2.10 motivationa
(10 × 1) (10)
[15]
Copyright reserved
QUESTION 5
Output controla
The quantity of production required is the demand of almost every organisation. A
supervisor must first ensure that output quantities measure up to standards.a
Quality controla
Quantity and quality go hand in hand. The inspection function is intended to ensure
that the final product or service lives up to its quality standards (specifications). Quality
control is a way of predicting quality deviations in advance so that a supervisor can
take corrective action before a product is spoiled.a
Time controla
Every organisation should adhere to certain deadlines. Products should be transported
on certain dates. Services should be performed on agreed to dates. Project must be
completed as scheduled. It is not enough just to get the job done if it isn't finished on
time. Ensuring that employees are on time for work.a
Material controla
The supervisor must ensure that the minimum material is wasted and that the
maximum number of skirts (for example) is cut from a roll of cloth.a
Cost controla
The final crunch in exercising control involves costs. A supervisor may meet the
quantity and quality standards, but if, in so doing, the department has been
overstaffed or has been working overtime, it probably won't meet its cost standard.a
Employee performance controla
Here the focus is on individuals or groups of employees, rather than on a department,
a machine, or a process. Such control may concern employee effectiveness,
tardiness, accidents as well as performance directly related to the quantity or quality
of the employees' work.a
(ONE mark each for FIVE headings, ONE mark each for any point under these) [10]
Copyright reserved
QUESTION 6
6.1 TRAINING
• Training is the organised procedure through which people gain knowledge and/or
skills for a definite purpose.a
• Training is often distinguished from education.a
• The objective of training is to achieve a change in the behaviour of those trained.a
• In the industrial situation this means that the trainees acquire new manipulative
skills, technical knowledge, problem-solving abilities or attitudes.a (4)
6.2 EDUCATION
• The purpose of education is to develop individuals.a
• Education is considered to be formal in a school, college or university.a
• Education includes the fundamental principles in life and philosophy, and a
strengthening of the powers of body and mind.a (3)
6.3 KNOWLEDGE
l Knowledge is information that can be learned through reading, listening to an expert
or from keen observation.a (1)
6.4 SKILL
• Skill is a combination of relevant knowledge and physical abilities.a (2)
• Skill is acquired through guided practice.a [10]
QUESTION 7
7.1 wagea
7.2 calculated/determined/evaluateda
7.3 piecework/productiona
7.4 salarya
7.5 uniform/consistent/unvarying/unchanged/fixeda
7.6 status/rank/positiona
7.7 white-collar/manageriala
7.8 blue-collar/working/non-manageriala
7.9 fringea
7.10 wagesa
(Accept other synonyms which make sense in the context) (10 × 1) [10]
QUESTION 8
8.1 Ca
8.2 Aa
8.3 Da
8.4 Ea
8.5 Ba
(5 × 1) [5]
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QUESTION 9
9.1 • Disciplinary matters does not included in grievances.a

• Disciplinary and grievance procedures perform different functions e.g.
• Disciplinary procedures are initiated by management.a
• Grievance procedures are initiated by an employee.a
• Management acts in the interest of the company.a
• Grievance procedures are aimed to bring grievances to the notice of
management.a (5 × 1) (5)
9.2 9.2.1 substantively unfaira

9.2.2 procedurally unfaira
9.2.3 substantively unfaira
9.2.4 substantively unfaira
9.2.5 procedurally unfaira (5 × 1) (5)
[10]
QUESTION 10
ENGINEERING REVISION
• Improvements to guarding, work environment and work processes and
procedures.a
EDUCATION AND TRAINING

• Proper job instruction techniques used to improve skills.a
• Training in safe work-practices and procedures to change or reinforce attitudes.a
• General safety education.a
EMPLOYMENT PRACTICES
• Selection of personnel to meet physical and mental demands.a
• Retraining those who are moved from one job to another.a
• Selecting and training personnel to perform new jobs.a
EXAMPLE SETTING
• Always setting a good example for all to see by obeying safety rules.a
ENTHUSIASM
• Providing enthusiastic leadership.a
• Acknowledging safety achievements.a
ENFORCEMENT
• As a last resort, discipline those who break safety rules.a
(ONE mark each for FIVE headings, ONE mark each for any point under these
headings)
(Any 5 × 2) [10]
TOTAL: 100
Copyright reserved
T1600(E)(A1)T
APRIL EXAMINATION
(4110504)
1 April 2016 (X-Paper)

9:00–12:00
Calculators may not be used.

(4110504) -2- T1600(E)(A1)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1600(E)(A1)T
1.1 Mental and physical effort is used to convert natural resources and materials
to real wealth with the aid of tools and machines.
Technical work is applied directly to those resources.
Draw a chart/diagram which illustrates the way in which most supervisors

typically manage their time. (5)
1.2 1.2.1 What type of leader would distinguish between decisions that he
must make himself, and aspects over which his subordinates can
make decisions and who also creates a climate in which delegation is
purposefully applied in order to get the work done? (1)
1.2.2 State FOUR other types of characteristics the leader in

QUESTION 1.2.1 would typically display? (4)
[10]
Plans and programmes are what you intend to do in the future. Before you
can develop plans, however, you must set (2.1.1) …
These targets (end results) are called goals or objectives.
Plans are what come out of the (2.1.2) … process.

Procedures are standardised (2.1.3) … prescribed by management, for
proper and consistent forms, sequence and channels to be followed.
Policies are, in effect, master plans that have been derived from (2.1.4) …
objectives.
Strategies are the determination of the basic long-term goals and objectives
of an (2.1.5) …, the adoption of courses (or general programmes) of action
and the allocation of resources necessary to carry out these goals.
Regulations are special (2.1.6) … limits or controls within which employees

are free to do the job their own way. (6)
2.2 Decision making is regarded by many researchers as the most important of

management actions.
Very briefly describe in approximately 25 words what is involved in decision
making. (4)
[10]

(4110504) -4- T1600(E)(A1)T
3.1 Organising has to do with arranging activities and resources by allotting

duties, responsibilities and authority to people, and the determination of
relationships between them to promote collaboration and to achieve the
objectives of the undertaking as effectively as possible.
Name FIVE characteristics of organising. (5)
3.2 A supervisor delegates by entrusting others with responsibility, authority

and creating accountability for results.
List FIVE requirements for effective delegation. (5)

[10]
QUESTION 4: LEADING
4.1 Define the term problem solving. (5)
4.2 Most modern working environments satisfy the basic needs of their workers,
because we have minimum wage laws, generally good working conditions,
ever-increasing benefit packages and legal protection against injustices.
There is agreement that psychological needs are the most fertile ground for
any motivational effort.
List FIVE more psychological needs. (5)
The purpose of communication is:
• To publicise planning and (4.3.1) …

• To ensure flow of (4.3.2) … by conveying messages.
• To ensure effective (4.3.3) … of the organisation.
• To inform (4.3.4) … about what should be done, how it should be done
and when it should be done, in order to ensure effective delegation.
• To ensure the effective (4.3.5) … of various tasks. (5)
[15]

(4110504) -5- T1600(E)(A1)T
QUESTION 5: CONTROL
5.1 In your ANSWER BOOK state which of the following situations refer to direct
control or indirect control. Only write 'Direct' or 'Indirect' next to the question
numbers (5.1.1–5.1.7) in your ANSWER BOOK.
5.1.1 The actual situation is observed and evaluated and can be

corrected at once.
5.1.2 Much paper work is reduced in this way, but due to a lack of time,
this is not always possible.
5.1.3 This is done by means of oral or written reports.
5.1.4 This control by inspection may cause staff to feel that they are not
trusted.
5.1.5 The staff can also try to correct their own mistakes instead of
waiting to be told how to correct a mistake.
5.1.6 This is achieved by means of personal discussions and

observations.
5.1.7 With this way of exercising control, the staff feel that they are
trusted and time is better utilised. (7 x 1) (7)
5.2 Name any THREE positive approaches that a supervisor can use or
consider to minimise the negative aspects of control, i.e. soften employee
resistance to control. (3 x 1) (3)
[10]
missing word(s) next to the question number (6.1–6.10) in your ANSWER BOOK.
These two ways –(6.3) … and (6.4) … – are both potentially useful.
Informally you should be on the alert for any of the following conditions:
• too much (6.5) …;

• below-standard (6.6) … rates;
• out-of-line (6.7) … costs;
• a high (6.8) … rate;
• excessive (6.9) … and even a general state of poor (6.10) … (10)
[10]

(4110504) -6- T1600(E)(A1)T
Choose a description from COLUMN B that matches a word/item in COLUMN A. Write

only the letter (A–J) next to the question number (7.1–7.10) in the ANSWER BOOK.
COLUMN A COLUMN B
7.1 Piecework A in any event, dividends are paid on the
shares: the employee is now a
7.2 Standard time plan shareholder, and has a stake in the
company's future.
7.3 Measured day work
B overtime, weekend and holiday work, shift
7.4 Paid leave differentials.
7.5 Profit sharing C we can now not only fix a rate per piece,
but an acceptable rate of production as
7.6 Bonus schemes well. this 'acceptable rate' is called the
'standard time' and attracts a 'base rate
7.7 Group pieceworker/bonus payment'.
schemes
D whatever bonus scheme is chosen, its two
7.8 Employee security (financial major aims should be to act as an incentive
protection against certain to increased effort (i.e. a motivator) and as
risks) a reward for the amount of work done.
7.9 Premium pay E this involves simply a fixed rate of pay by

the hour for a defined and agreed standard
7.10 Service programmes of daily performance. Work measurement
is used to establish the time standards for
each job.
F holidays, vacations, personal business

leave, military service allowance, voting
time.
G social and recreational programmes such

as parties, picnics, athletics facilities, clubs
and dances wholly or partially financed by
the employer.
H under this system/plan workers are paid a

fixed amount for each item produced in an
industrial or manufacturing situation,
regardless of the time taken to do the work.

(4110504) -7- T1600(E)(A1)T
I pension, life insurance.
J to overcome the problems of individual

workers who are put together in a team or
gang where the flow of the work is such
that D depends upon the work of C, C on
B, B on A and so on.
(10 x 1) (10)
[10]
QUESTION 8: QUALITY CONTROL
The measure of the degree to which a process, product, or service conforms to the
requirements that have been established for it is generally understood to be quality.
Describe FIVE points to be kept in mind by the supervisor when checking for quality. [5]
9.1 Workers generally perform a variety of tasks and work under many different
circumstances. Consequently it is difficult to satisfy all workers in such
circumstances or to keep them satisfied. Management must therefore be
mindful of this and be prepared for workers who have grievances, or who can
develop grievances.
Explain what you understand by a grievance procedure. (6)
9.2 Rearrange the following basic methods of disciplinary action that an

enterprise may apply in the correct sequence. Write only 'A', 'B', 'C' et cetera
in the correct order in your ANSWER BOOK.
A A temporary suspension.
B An oral warning.
C Dismissal.
D A written warning which is kept on the offender's personal file. (4)
[10]

(4110504) -8- T1600(E)(A1)T
By preventing or controlling incidents through loss-control, we protect the overall safety

of people, equipment, material and the environment.
10.1 What is meant by the term physical harm? (3)
10.2 Define the term accident. (3)
10.3 Which FOUR resources are protected through loss control? (4)
[10]
TOTAL: 100
Copyright reserved
MARKING GUIDELINE
APRIL EXAMINATION
1 APRIL 2016

QUESTION 1: INTRODUCTION TO SUPERVISION.
1.1
(5)
1.2 1.2.1 Leader who manages scientifically (1)
1.2.2 • Specialises in management workü

• Acts logicallyü
• Promotion of group interestsü
• Maintains effective communicationü
• Controls by means of exception
• Organises rationally (Any 4 x 1) (4)
[10]
2.1 • Target/objectives/goals/aimsü
• Planning/preparationü
• Methods/waysü
• Organisationalü
• Enterprise/organisation/institution/companyü
• Rules/policies (accept other relevant and correct synonyms) (6)
2.2 • It involves mainly choosing between various alternatives.

• Before making a decision,
• the supervisor or leader should diagnose the situation
• and the various ways of acting.
(4)
[10]

3.1 • It is concerned with grouping tasks (the decision of work) in such a way
that planning is effected.ü
• It is concerned with allocating duties, authority and responsibility
without abdicating final responsibility.ü
• It is concerned with determining relationships between various people
to promote collaboration by means of co-ordination and job and duty
descriptions.ü
• It is concerned with a common effort to achieve set goals.ü
• Organising is in essence, intellectual work or work that involves thought
processes which carry out the planning process and therefore involves
desk work.ü (5)
3.2 • A good knowledge of the process of delegation.ü

• The right attitude on the part of the supervisor. ü
• Willingness to entrust responsibility and to transfer authority to
subordinates. ü
• Willingness to delegate in order to strengthen the organisation by training
replacements in all facets of the work.ü
• Willingness to allow subordinates to make decisions.ü
• Knowledge of the difference between the allocation of work and
delegation. ü
• The realisation that delegation begins with simple steps.ü
• The realisation of the need for a set of controls to ensure effectiveness of
delegation.ü
• The realisation that it is human to make mistakes and that subordinates
can sometimes make the wrong decisions.ü
• An appreciation for the difference between operating and management
work.ü
• An understanding that the subordinate is well trained to take
responsibility and authority of the position.ü
• An understanding of what to delegate and how much.ü (Any (5)
5 x 1) [10]

QUESTION 4: LEADING
4.1 • Problem-solving is the work a manager does

• to make and carry out a decision
• regarding the approach that will be followed
• to overcome an obstacle in the way
• of achieving an objective. (5)
4.2 • Recognition ü
• Statusü
• Affiliationü
• Esteemü
• Inclusionü
• Pride of accomplishment
• Control of own work
• Challenge
• Opportunity to contribute
• Forms of power (Any 5 x 1) (5)
4.3 • objectives/aims/ information/

• functioning/running/performance
• people/workers/employees
• co-ordination
(5)
[15]
QUESTION 5: CONTROL
5.1 5.1.1 Direct control
5.1.2 Direct control
5.1.3 Indirect control
5.1.5 Indirect control
5.1.7 Indirect control (7 x 1) (7)
5.2 • Emphasize the value of control to employees.ü

• Avoid arbitrary or punitive standards.ü
• Be specific: use numbers if possible.ü
• Aim for improvement rather than punishment.
• Avoid threats that you can't or won't back up.
• Be consistent in the application of control. (Any 3 x 1) (3)
[10]

6.1 Training
6.2 Expected
6.3 Informal
6.4 Formal
6.5 Scrap
6.6 Production
6.7 Operating
6.8 Accident
6.9 Overtime
6.10 Morale [10]
7.1 H
7.2 C
7.3 E
7.4 F
7.5 A
7.6 D
7.7 J
7.8 I
7.9 B
7.10 G [10]
• Dimensions and appearance should be set up as specific quality standards.

Keeping examples of acceptable and non-acceptable work on exhibit will be of
great value.ü
• Put specifications in writing, and see to it that employees get a copy to guide
them.ü
• Allocate some of your own time for inspection, a certain amount of time each day.ü
• Pick spots where quality can best be achieved or lost. There is no point in spending
your time checking operations where nothing much can go wrong.ü
• Make inspection rounds from time to time. Change the order of your trips
frequently.ü
• Select random pieces produced (5 or 10 %) at a particular station to inspect them
carefully.
• Correct operating conditions immediately where your inspection shows material to
be off-grade or equipment to be faulty.
• Consult with employees to determine the reason for poor workmanship or
unacceptable products. It is important to get their co-operation for quality
improvement.

• Check the first piece on a new setup or a new assignment. Don't give the green
light for production until you are satisfied with the quality.
• Use post-quality records, scrap percentages, and so forth to keep employees
informed of the department's performance. (Any 5 x 1) [5]
9.1 • A grievance procedure is merely the procedure which a worker must follow
in order to bring his grievances to the notice of management.ü
• A grievance procedure assumes that management is prepared to listen to
workers' grievancesü and affords every worker the opportunity to
approach management with his grievances, without fear of intimidation,
discrimination or harm.ü
• A grievance procedure further says that each worker can depend on it that
his grievances, where necessary, will receive attention at management
level.ü
• A grievance procedure explains, point by point, what path a worker must
follow.ü
• It therefore creates a channel for communication from the worker to
management, a so-called upwards communication channel.ü (6)
9.2 B
D
A
C (4)
[10]

10.1 • The term 'physical harm' in this definition includes both injury,
• and disease,ü as well as adverse mental, neurological, or systemic
effectsü
• resulting from an exposure or circumstance encountered in the course of
employment.ü (3)
10.2 • An accident is an unintended or unplanned happening ü

• that may or may not result in personal injury, property damage, work
process stoppage or interference, or any combination of these conditions
under such circumstances.ü ü
(3)
10.3 • People,
• Equipment,
• Material,
• Environment. (4)
[10]
TOTAL: 100
Copyright reserved
T1560(E)(N18)T
(4110504)
09:00–12:00

(4110504) -2- T1560(E)(N18)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1560(E)(N18)T
QUESTION 1
1.1 Draw a chart representing the amount of time the different persons in the
technical work so as to avoid the so-called 'management gap'. (5)
1.2 Are good leaders born or made? Motivate your answer. (5)
[10]
QUESTION 2
2.1 The better the forecasting, the better the plans can be for an organisation to
cope with future trends.
State the FIVE steps to take when forecasting. (5)
answer and write only 'true' or 'false' next to the question number
2.2.1 The amount of attention (planning and achievement time) that is

devoted to a specific task needs not correspond with the size and
complexity of the specific task or objective to be attained.
2.2.2 Planning reduces the chances of overlapping.
2.2.3 Companies who decrease their personnel take longer to

re-establish their position in a competitive market if the economy
should later recover.
2.2.4 Planning is an intellectual activity; it involves thought processes by

means of which present activity is pre-enacted to achieve certain
objectives.
2.2.5 People tend to oppose change if the change is gradual.

(5 x 1) (5)
[10]
QUESTION 3
3.1 Organisations create specific structures and frameworks, which make

provision for the pursuit of certain common goals by people in these
organisations.
Which obligations does a supervisor have with regard to the principle of

objectives? (5)
3.2 Give FIVE major characteristics of a formal organisation. (5)

[10]

(4110504) -4- T1560(E)(N18)T
QUESTION 4
4.1 Discuss the relationship between problem solving and decision making. (5)
4.2 We tend to think with our emotions. This means that appealing to emotions
seems to be more effective than appealing to reason. If people's emotions are
involved, by relating it to their personal interests, their jobs and their families,
there is usually greater interest because emotion rules reason and in this way,
a person's attention is more easily held.
Which principle of communication is being described here? (2)
4.3 The more an idea is put to use, the better it tends to be understood and
remembered. This is particularly important in communicating with members of
our team. If we can get them to use an idea, they will tailor it to their own
requirement and make it part of their own mental repertoire.
Which principle of communication is being described here? (2)
4.4 If we want to motivate employees we must focus our attention on their jobs,
and provide a programme of job enlargement and job enrichment.
How would you enlarge and enrich the job of a demotivated employee in your
division? (6)
[15]
QUESTION 5
5.1 The management function of controlling determines whether or not we stay on

our planned course of action in order to reach our objectives.
Name and briefly describe THREE principles of controlling. (6)
5.2 The control process consists of the following FOUR steps:
Collect data to measure performance

Establishment of standards
Take corrective action
Compare results with standards (evaluation)
Rewrite these steps in the correct sequence in the ANSWER BOOK. (4)
[10]

(4110504) -5- T1560(E)(N18)T
QUESTION 6
Classroom methods
Classroom instruction is most useful when concepts, attitude, theories and problem-
learned better in the classroom than on the (6.1) … Lecture and talks are some of the
principal classroom instruction (6.2) ... The trainer delivers a (6.3) … address on a
given topic and is presumed to possess a considerable depth of (6.4) … of the subject
at hand. The principal virtue of the lecture method is that it can be used for very
(6.5) … groups and thus the cost per trainee is low.
However, the limitations of this method may outweigh its advantages:
-The learners are (6.6) …

-It violates the principle of learning by (6.7) …
-There's a one-way (6.8) …
-There is no feedback from the (6.9) …
-Sometimes it is difficult to hold the full (6.10) … of all the listeners for a sustained
period.
[10]
QUESTION 7
The methods of calculating the pay of different kinds of workers are usually referred to
as incentive pay plans.
Indicate whether the following NINE statements refer to MEASURED DAY WORK or
STANDARD TIME PLAN. Write only 'measured day work' or 'standard time plan' next
to the question number (7.1–7.9) in the ANSWER BOOK.
7.1 This involves simply a fixed rate of pay by the hour for a defined and agreed
standard of daily performance. (1)
7.2 With the influence of scientific management, management began to look for
'more efficient' methods of working, and offered to pay, not what had been
agreed upon as the price for the job, but what was a 'fair' price based on
some technique such as work study or time measurement. (2)
7.3 Provided that the worker meets the targets set, he is guaranteed a regular
weekly wage; if he fails consistently to reach the required standard, the
worker is transferred to a less demanding job at a lower rate of pay. (1)
7.4 There is no incentive to exceed the predetermined level of output. (1)

(4110504) -6- T1560(E)(N18)T
7.5 Thus the workers can either 'spin the work out', as the day wears on, or cease
work altogether when they have done their quota for a day. (1)
7.6 We can now not only fix a rate per piece, but an acceptable rate of production
also. (1)
7.7 Work measurement is used to establish the time standards for each job. (1)
7.8 This 'acceptable rate' is called the 'standard time' and attracts a 'base rate
payment'. (1)
7.9 This plan is essentially the same as piecework with a guaranteed minimum,
with the exception of the fact that the standard is expressed in time instead of
money. (1)
[10]
QUESTION 8
to the requirements that have been established for it.
Briefly state FIVE guidelines that should govern a supervisor's approach to quality. [5]
QUESTION 9

ANSWER BOOK.
COLUMN A COLUMN B
9.1.1 The employee should… A wherever possible, be handled by line
management, but staff, in the form of
9.1.2 Management, at the various levels, the personnel department, may act in
should… an advisory capacity
9.1.3 Time limits should… B if the grievance remains unresolved,

declare a dispute
9.1.4 The employee has the right to…
C be granted the opportunity to bring
9.1.5 Grievances should… his/her grievance, albeit in stages, to
the attention of top management
D be established for each stage of the

procedure
E give careful consideration to the

grievance and make genuine
attempts to resolve it
(5 x 1) (5)

(4110504) -7- T1560(E)(N18)T
9.2 Discipline can be described as an action on the part of the authority in control of a
social system, which is aimed at stopping the trespasser's behaviour, because it
threatens to disrupt the functioning of the system.
State the FIVE aims of a disciplinary procedure. (5)

[10]
QUESTION 10
Indicate whether each of the following statements is an unsafe ACT or an unsafe

CONDITION. Write only 'act' or 'condition' next to the question number (10.1–10.10) in
the ANSWER BOOK.
10.2 Disorderly and haphazard planning
10.3 Working at unsafe speed
10.4 Working on rough, sharp or slippery surfaces
10.5 Overcrowding in workshops
10.6 Unsafe ventilation
10.9 Inadequate safeguarding

(10 x 1) [10]
TOTAL: 100

MARKING GUIDELINE
18 NOVEMBER 2015

QUESTION 1
1.1
MORE EFFECTIVE WAY OF MANAGING TIME (5)
1.2 • Very few are born leaders.

• Most leaders learn their skills.
• They do so mainly through hard work and a careful study of their
employees and the situations in which they do their jobs.
• Visualise being given a formal leadership position for the first time, and
being put in charge of a group of people to guide and direct their efforts.
• At that specific stage in your career as leader you tended to do things that
came naturally.
• So we all began as natural leaders. (Any 5 x 1) (5)
[10]
QUESTION 2
2.1 • Identity the critical factors (money, customer demands, old or new
product, etc) that will influence the end result.
• Gather enough information to know what happened in the past and why it
happened.
• Arrange your assumptions from the 'worst case', 'best case' to the 'most
likely' options. (after a good brainstorming session).
• Communicate the progress at regular planning meetings - people will want
to know what became of the ideas they contributed.
• Prepare for adaptation in case your forecasting diverges from the reality. (5)
2.2 2.2.1 False

2.2.2 True
2.2.3 True
2.2.4 False
2.2.5 False
(5 x 1) (5)
[10]

QUESTION 3
3.1 • Be very critically focused towards what you have to attain, and obtain
answers to the following questions:
• Do you know exactly what is expected of you and your team of
subordinates?
• Do your subordinates know exactly what is expected of them?
• Are the subordinates promised to you, adequate to reach the required
goals?
• Are they not perhaps too many, should a more suitable work grouping be
done? (5)
3.2 • Well-defined structure

• Precisely identified beginning
• Longer life span
• Membership (by choice)
• Definite aims
• Division of work (Any 5 x 1) (5)
[10]
QUESTION 4
4.1 • Problem solving and decision making are so interrelated they are really
part of the same process.
• Most decisions are made to solve problems, and
• as most problems have a host of possible solutions,
• a decision has to be taken as to which solution to adopt.
• In many ways, problem solving is decision making. (5)
4.2 Principle of the power of emotion (2)
4.3 Principle of application (2)
4.4 Job enlargement:
• Extend the boundaries of a job

• by adding different tasks
• at the same level of expertise.
Job enrichment:
• Expand the job vertically

• by adding higher-skill activities and
• by delegating greater authority.
(2 x 3) (6)
[15]

QUESTION 5
5.1 • The principle of the critical fewü

'In any given group of occurrences, a small number of causes tend to give
rise to the largest proportion of results'.ü
• The principle of point of controlü
'The greatest potential for control tends to exist at the point where the
action takes place'.ü
• The principle of self-controlü
'Self-control tends to be the most effective control'.ü (3 x 2) (6)
5.2 • Establishment of standards

• Collecting data to measure performance
• Comparing results with standards (evaluation)
• Taking corrective action (4)
[10]
QUESTION 6
6.1 Job
6.2 Techniques/Methods/Systems/Practices
6.3 Prepared
6.4 Knowledge/Information
6.5 Large/Big
6.6 Passive/Inactive
6.7 Doing/Performing
6.8 Communication
6.9 Audience/Learners/Trainees/Students
6.10 Attention/Focus
(Other synonyms for these words which make sense should be accepted.)
(10 x 1) [10]

QUESTION 7
7.1 Measured day work (1)
7.2 Standard time plan (2)

[10]
QUESTION 8
• Quality must be built into the product. Inspection will not bring about quality.
• Refuse to allow commonly accepted levels of delay or of mistakes, defective
material, or defective workmanship.
• Search continually for problems and seek ways to improve the system.
• Focus supervision on helping people to do a better job.
• Provide the tools and techniques that will enable people to have pride in their work-
manship.
• Eliminate fear.
• Encourage two-way communication.
• Break down barriers between departments.
• Encourage problem solving through teamwork.
• Implement a vigorous program of education and training to keep people abreast of
new developments in materials, methods, and machinery. (Any 5 x 1) [5]
QUESTION 9
9.1 9.1.1 C
9.1.2 E
9.1.3 D
9.1.4 B
9.1.5 A
(5 x 1) (5)

9.2 • To hear the relevant evidence concerning the alleged breach of discipline
• To reach as just and as balanced a verdict as possible, given the evidence
• To obtain a clear picture of the worker's disciplinary history
• To try to get the worker to accept responsibility for modifying his/her
unacceptable behaviour, by passing an appropriate sentence
• To prevent a recurrence of incorrect behaviour or practices, and/or to
decide whether any managerial/worker action could prevent such a
recurrence (5)
[10]
QUESTION 10
10.1 Condition
10.2 Condition
10.3 Act
10.4 Condition
10.5 Condition
10.6 Condition
10.7 Act
10.8 Act
10.9 Condition
10.10 Act
(10 x 1) [10]
TOTAL: 100
Copyright reserved
T1540(E)(J31)T
AUGUST EXAMINATION
(4110504)
31 July 2015 (Y-Paper)

13:00–16:00

(4110504) -2- T1540(E)(J31)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1540(E)(J31)T
QUESTION 1
1.1 FIVE of the following statements describe the broad functions of the
management process which is repeated daily, weekly and yearly.
Arrange the statements in the correct sequence. Write only the letters (A–G)
in the ANSWER BOOK.
A Staffing: Selecting and placing just the right number of people in the most
appropriate jobs
B Planning: Setting goals and establishing plans and procedures to attain
them
C Controlling: Regulating the process, its costs and the people who carry it
out
D Socialising: Playing golf with your subordinates
E Organising: Arranging jobs to be done in such a way as to make them
more effective
F Commuting: Taking the train or bus to work
G Activating (Directing): Motivating, communicating and leading (5)
1.2 Most firms establish a set of criteria against which supervisory candidates are
judged when looking for people to fill the demanding role of supervisor.
Name FIVE most sought-after qualities in a supervisor that most firms look
for. (5)
[10]
QUESTION 2
2.1 Indicate whether the following statements are TRUE or FALSE. Write only
'true' or 'false' next to the question number (2.1.1–2.1.5) in the ANSWER
BOOK.
2.1.1 Within any group a small number of persons are often responsible for
the least results (work), while a small number of persons within the
same group are often responsible for the most mistakes/problems.
2.1.2 The future events are usually the outcome of the future and past
occurrences.

2.1.4 Goals, then, are specific, and are usually formulated over the long
term.

a machine, an individual or an organisation is expected to meet.
(5 x 1) (5)

(4110504) -4- T1540(E)(J31)T
2.2 In order to determine realistic times for the execution (performance) of each step,
one can make use of a technique known as the 'mini-max' technique.
Briefly describe the THREE steps in the 'mini-max' technique of scheduling. (3)
2.3 When is 'starting point scheduling' used? (2)

[10]
QUESTION 3
3.1 Organising is a management function which deals with arranging activities

and resources by allotting duties, responsibilities and authority to people, and
the determination of relationships between them to promote collaboration and
to achieve the objectives of the undertaking as effectively as possible (Van
der Westhuizen, 1991:162).
Which FOUR of the following principles are principles of organising? Write

only the letter (A–G) in the ANSWER BOOK.
A Principle of division of work

B Principle of goals
C Principle of specialisation
D Principle of responsibility
E Principle of span of control
F Principle of management accentuation
G Principle of authority (4)
3.2 Name the FOUR factors upon which the maximum number of subordinates
over whom a supervisor can supervise and still maintain control, depends on. (4)
3.3 Give TWO characteristics of a line organisation. (2)

[10]
QUESTION 4
4.1 Most decisions are made to solve problems and as most problems have a
host of possible solutions, a decision has to be taken as to which solution to
adopt. In many ways problem-solving is decision-making.
4.1.1 Define the term problem. (2)
4.1.2 How does a supervisor recognise a problem? (2)
4.2 Complete the following paragraph by filling in the missing word(s). Write only
(4.2.1) … begins with the sender. The information is transmitted over a

(4.2.2) … Verbal communication may be (4.2.3) … or oral. (4.2.4) …
communication may be made by facial expressions. To accomplish improved
communication, an effort should be made to create (4.2.5) …
(5 x 1) (5)

(4110504) -5- T1540(E)(J31)T

Write only the letter (A–E) next to the question number
COLUMN A COLUMN B
4.3.1 The physical or survival A the individual whose physical needs,
needs security and belonging and love needs
are satisfied becomes concerned with
4.3.2 The security and safety the need for self-respect and respect
needs from others
4.3.3 Social needs B once the human being's most

important physical needs are satisfied
4.3.4 Ego or esteem needs to at least a minimum and continuing
degree, the next type of needs that
4.3.5 Self-realisation needs become dominant are the security and
safety needs
C so long as needs upon which health

depends go unsatisfied, a person
shows little interest in the other four
types of needs
D this needs are aimed at self-fulfilment;

the desire to become ones bests self;
to realise one's capabilities to the
fullest
E these needs are also known as the

belonging and love needs
(5 x 1) (5)
[15]

(4110504) -6- T1540(E)(J31)T
QUESTION 5
Identify any TEN of the eleven labels in the following incomplete diagram. Write only
the name of the label next to the number (5.1–5.11) in the ANSWERBOOK.
INPUT 5.5 … 5.8 … OUTPUT

5.1 … 5.11 …
5.2 …
5.3 … (5.6) … (5.9) …
5.4 …
5.7 … 5.8 …
[10]
QUESTION 6
6.1 The foundation of systematic, structured job training has four cornerstones.
Study the picture below and explain this process.
(8)
6.2 A conference is a meeting of a small group (15–20 persons) in which the

leader seeks to develop knowledge and understanding by obtaining a
considerable amount of oral participation from trainees or students. Learning
is facilitated through building upon the ideas contributed by the participants.
Briefly describe TWO requirements of a successful conference. (2)

[10]
QUESTION 7
the word(s) next to the question number (7.1.1–7.1.2) in the ANSWER BOOK
The word (7.1.1) … applies to such items as a company newspaper, athletic

field or Christmas party for which direct money value for the individual
employee (7.1.2) … be readily established. (2 x 1) (2)
7.2 With the cost of modern day living being so high, the question of wages and
salaries is the most important aspect of one's employment.
Name and explain FOUR major purposes of a wage and salary program. (8)
[10]

(4110504) -7- T1540(E)(J31)T
QUESTION 8
the letter (A–E) next to the question number (8.1–8.5) in the ANSWER BOOK.
COLUMN A COLUMN B
8.1 Every activity of an A see to it that employees get a copy
organisation contributes to to guide them
the quality of its products or
services B this does not rest on the shoulders
of one person or even a single
8.2 Quality must be built into the department
product
C encourage a two-way
8.3 Search continually for communication
problems
D seek ways to improve the system
8.4 Eliminate fear
E no one can inspect it
8.5 Put specifications in writing
(5 x 1) [5]
QUESTION 9
9.1 A grievance can be defined as any aspect of the work with which the worker
is unhappy or in respect of which he/she feels that he/she is being offended.
This grievance is brought to the notice of management.
9.1.1 When does a grievance arise? (3)
9.1.2 Who initiates a grievance procedure? (1)
9.1.3 What is the first step of a grievance procedure? (1)
9.2 Indicate whether the following situations are SUBSTANTIVELY UNFAIR or

PROCEDURALLY UNFAIR reasons for an unfair dismissal. Choose the
answer and write only 'substantively unfair' or 'procedurally unfair' next to the
9.2.2 The dismissed employee was not informed of the rule broken by
him/her.

(4110504) -8- T1540(E)(J31)T

equal offence.
(5 x 1) (5)
[10]
QUESTION 10
10.1 The term loss-control suggests the big picture (of people, equipment, material
and environment) that management must consider in order to approach
problems.
Name FIVE aspects that total loss-control is concerned with. (5)
10.2 Indicate whether the following are unsafe ACTS or unsafe CONDITIONS.
Choose the answer and write only 'act' or 'condition' next the question
number (10.2.1–10.2.5) in the ANSWER BOOK.
10.2.1 Leaving oil spills unattended to
10.2.2 The guard over the electric motor is broken
10.2.3 Arranging or placing objects unsafely
10.2.4 None of the fire alarms at your company are working
10.2.5 Working at unsafe speed

(5 x 1) (5)
[10]
TOTAL: 100
Copyright reserved
MARKING GUIDELINE
AUGUST EXAMINATION
31 JULY 2015

MARKING GUIDELINE -2- T1540(E)(J31)T
QUESTION 1
1.1 B
D
A
E
C (5)
1.2 • Energy and good health

• Ability to get along with people
• Job know-how and technical competence
• Self-control under pressure
• Dedication and dependability
• Teachability
• Problem-solving skills
• Leadership potential
• A positive attitude towards management (Any 5 x 1) (5)
[10]
QUESTION 2
2.1 2.1.1 False

2.1.2 False
2.1.3 True
2.1.4 False
2.1.5 True
(5 x 1) (5)
2.2 Predetermine the minimum time needed to complete a step.

Predetermine the maximum time needed to complete a step.
Decide on a realistic time between the minimum and maximum times. (3)
2.3 Starting point scheduling is used when the final date for a project is unknown, but
a time schedule must nevertheless be submitted for approval. (2)
[10]

QUESTION 3
3.1 • B
• C
• E
• F (4)
3.2 • The nature of the work that must be done, in other words, the
variety as well as the intricateness thereof.
• The area over which the subordinates are spread, in other words, how far
they are placed from one another.
• The supervisor himself, in other words, does he have the ability to
lead, to inform and to control people?
• The type of subordinates that the supervisor must control how they are
qualified or disciplined. Fully qualified subordinates, for instance, require
less supervision and, to a great extent, this relieves the work load of the
supervisor. (4)
3.3 • Authority is vested in one person and staff only receive instructions from
the head and report back to him.
• One person is in control of a particular task or instruction.
• Lines of authority are clear and each person's task is clearly outlined as
well as the responsibilities of each. (Any 2 x 1) (2)
[10]
QUESTION 4
4.1 4.1.1 A problem can be defined as a disturbance of an unsettled matter

that demands a solution for productive functioning of an
organisation. Or, it is an obstacle that stands in the way of
achieving an objective. (2)
4.1.2 • You find a problem by spotting a gap (deviation or vanishes)

• Between actual and expected performance. (2)
4.1.3 Change (1)
4.2 4.2.1 Communication /Message
4.2.2 Channel
4.2.3 Written
4.2.4 Non-verbal
4.2.5 Understanding
(5 x 1) (5)

4.3 4.3.1 C
4.3.2 B
4.3.3 E
4.3.4 A
4.4.5 D
(5 x 1) (5)
[15]
QUESTION 5
5.1 Labour (or money or materials or plans)

5.2 Money (or labour or materials or plans)
5.3 Materials (or money or labour or plans)
5.4 Plans (or labour or money or materials)
5.5 Process of operation
5.6 Corrective action
5.7 Correction process
5.8 Deviation detection
5.9 Feedback
5.10 Performance evaluation
5.11 Goal
(Any 10 x 1) [10]
QUESTION 6
6.1 • Inform and explainü to the trainee what is expected of him/her and what
they will be required to do. ü
• Demonstrate howü to perform the task. ü
• Give the trainees a chance to try out for themselvesü and guide and
observe them.ü
• Leave the trainee to perform the task but check on them and ensure them
of your assistance should it be requiredü (4 x 2) (8)
6.2 • The students should have some knowledge of the subject before coming
to the conference.
• This can be obtained from assigned readings or/and previous experience.
• The instructor must, by the skillful use of questions, make sure that the
class analyses the topic thoroughly.
• He will summarise progress throughout the session. (Any 2 x 1) (2)
[10]

QUESTION 7
7.1 7.1.1 Service
7.1.2 Cannot
(2 x 1) (2)
7.2 To recruit people to the firm

Firms must be reasonably competitive in their rates to entice job
applicants to the employment office door.
To control payroll costs
Supervisors are not allowed to pay their people above the job rate.
To satisfy people - to reduce quitting, grievances, and friction over pay
The pay must be fair and favoritism and discrimination should not play any
part in the allocation of money.
To motivate people to superior performance
Those who produce more should be paid more. (8)
[10]
QUESTION 8
8.1 B
8.2 E
8.3 D
8.4 C
8.5 A
(5 x 1) [5]
QUESTION 9
9.1 9.1.1 • A grievance arises when a worker is of the opinion that he/she
is being unfairly treated, ü
• Caused damage, prejudiced, offended, orü
• When his/her feelings have been hurt, or he/she feels
slandered. ü (3)
9.1.2 The employee (1)
9.1.3 Verbally raise the complaint with the supervisorü (1)
9.2.1 Substantively unfair ü
9.2.2 Procedurally unfairü
9.2.4 Substantively unfairü

(5 x 1) (5)
[10]
QUESTION 10
10.1 • Injury prevention

• Total accident control
• Fire prevention
• Industrial health
• Hygiene and pollution (5)
10.2 10.2.1 Act

10.2.2 Condition
10.2.3 Act
10.2.4 Condition
10.2.5 Act
(5 x 1) (5)
[10]
TOTAL: 100

T1560(E)(N27)T
(4110504)
27 November 2014 (Y-Paper)

13:00–16:00

(4110504) -2- T1560(E)(N27)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1560(E)(N27)T
QUESTION 1: THE SUPERVISOR
1.1 Generally supervisors spend too much time on technical work and not enough
time on management work. This leads to the so-called management gap.
Draw a chart representing the amount of time the different persons in the
technical work. (5)
1.2 Discuss the question: 'Are good leaders born or made?' (5)
[10]
2.1.1 That future events are usually the outcome of the future and past
occurrences.

2.1.3 Goals, are specific, narrower and are usually formulated over the long
term.

a machine, an individual or an organisation is expected to meet.
2.1.5 Within any group a small number of persons are often responsible for
the least results (work), while a small number of persons within the
same group are often responsible for the most mistakes/problems.
(5 x 1) (5)
2.2 When is 'end point scheduling' used? (1)
2.3 In order to determine realistic times for the execution (performance) of each step,
one can make use of a technique known as the 'mini-max' technique.
Briefly describe this technique. (4)

[10]

(4110504) -4- T1560(E)(N27)T
3.1 An organisation could be simply described as a specific structure, a

framework which makes provision for the pursuit of certain common goals by
people who find themselves in a relative position to one another.
Name THREE types of organisational structures. (3)
3.2 We define delegation as the work a supervisor must do to entrust others

with responsibility, authority and to create accountability for results.
Give SEVEN requirements for effective delegation. (7)

[10]
QUESTION 4: LEADING
4.1 4.1.1 Describe the term problem. (2)
4.1.2 Which THREE questions must be asked when establishing the

cause of a problem in a manufacturing environment? (3)

(4.2.1) …
Use simple (4.2.2) … and words which the audience usually use, and give an
The more people there are through whom a message has to pass, the (4.2.3)
… the danger that the message will be distorted
We tend to think with our (4.2.4) …
The more an idea is put to use, the better it tends to be (4.2.5) … and
remembered. (5 x 1) (5)

(4110504) -5- T1560(E)(N27)T
4.3 Choose a description from COLUMN B that matches a/an word/item in

COLUMN A. Write only the letter (A–E) next to the question number
COLUMN A COLUMN B
4.3.1 Satisfaction A having an employee on a routine, repetitive
job, move from one routine job to another,
4.3.2 Job enlargement and back again, every few hours a days, has
been found in some instances to relieve
4.3.3 Job enrichment boredom and monotony
4.3.4 Job rotation B expands a job vertically by adding higher-skill

activities and by delegating greater authority
4.3.5 Job design
C to extend the boundaries of a job by adding
different tasks at the same level of expertise
D this requires an appropriate job structure in

terms of content, function and relationships
E this comes from truly motivating factors such

as interesting and challenging work, utilisation
of one's capabilities, opportunities to do
something meaningful, recognition of
achievement and responsibility for one's own
work
(5 x 1) (5)
[15]
Supervisors should look for key places (make-or-break points) in their operations
and then focus most of their attention on these areas.
Describe THREE places where control can be applied. [10]

(4110504) -6- T1560(E)(N27)T
Classroom methods
Classroom instruction is most useful when (6.1) … attitude, theories, and problem-
learned better in the classroom than on the job. Lecture and talks are some of the
principal (6.2) … instruction techniques.
The trainer delivers a (6.3) … address on a given topic, and is presumed to possess a
considerable depth of (6.4) … of the subject at hand. The principal virtue of the lecture
method is that it can be used for very (6.5) … groups, and thus the cost per trainee is
low.
However, the limitations of this method may outweigh its advantages:
- The learners are (6.6) …

- It violates the principle of learning by (6.7) ...
- There's a one-way (6.8) …
- There is no. (6.9) … from the audience.
- Sometimes it is difficult to hold the full (6.10) … of all the listeners for a sustained
period. [10]
7.1 Describe the word service in the context of financial compensation. (2)
7.2 Probably never before has the question of wages and salaries been so much
in everyone's mind.
Name and describe FOUR major purposes of a wage and salary program. (8)
[10]
Quality is generally understood to be a measure of the degree to which a process,

product or service conforms to the requirements that have been established for it.
Describe FIVE points to be kept in mind by the supervisor when checking for quality. [5]

(4110504) -7- T1560(E)(N27)T

ANSWER BOOK.
COLUMN A COLUMN B
9.1.1 The employee should A if the grievance remains unresolved, to
declare a dispute
9.1.2 Management, at the
various levels, should B wherever possible, be handled by line
management, but staff, in the form of the
9.1.3 Time limits should personnel department, may act in an
advisory capacity
9.1.4 The employee has
the right C be granted the opportunity to bring his/her
grievance, albeit in stages, to the attention
9.1.5 Grievances should of top management
D be established for each stage of the

procedure
E give careful consideration to the grievance

and make genuine attempts to resolve it
(5 x 1) (5)
9.2 Discipline can be described as an action, on the part of the authority in

control of a social system, which is aimed at stopping the trespasser's
behaviour.
Describe the FIVE aims of a disciplinary procedure. (5)

[10]

(4110504) -8- T1560(E)(N27)T
10.1 The term loss-control itself suggests the big picture (of people, equipment,
material and environment) that management must consider in order to
approach problems.
Name FIVE aspects that total loss-control is concerned with. (5)
10.2 Indicate whether the following are unsafe ACTS or CONDITIONS. Choose
the answer and write only 'act' or 'condition' next the question number
10.2.1 Order or bad planning
10.2.2 Working without authority
10.2.3 Working at unsafe speeds
10.2.4 No guard
10.2.5 Arranging or placing objects unsafely

(5 x 1) (5)
[10]
TOTAL: 100

MARKING GUIDELINE
27 NOVEMBER 2014

QUESTION 1
1.1
A MORE EFFECTIVE WAY OF MANAGING TIME (5)
1.2 • Very few are born leaders.

• Most leaders learn their skills.
• They do so mainly through hard work and careful study of their
employees and the situations in which they do their jobs.
• Visualise that you were given a formalised leadership position for the first
time; and were put in charge of a group of people to guide and direct their
efforts.
• At this specific stage in your career as leader, you tended to do things that
came naturally.
• So we all began as natural leaders. (Any 5 x 1) (5)
[10]
QUESTION 2
2.1 2.1.1 False

2.1.2 True
2.1.3 False
2.1.4 True
2.1.5 False
(5 x 1) (5)
2.2 End point scheduling' used is used when the final date for a project is known
before-hand. (1)
2.3 • Predetermine the minimum time needed to complete a step.

• Predetermine the maximum time needed to complete a step.
• Decide on a realistic time between the minimum and maximum times.
• Various manners of determining time-commitments exist:
(4)
[10]

QUESTION 3
3.1 • Line organisation (functional organisation)

• Line and staff organisation
• The information organisation (3)
3.2 A good knowledge of the process of delegation.

The right attitude on the part of the superviser.
Willingness to entrust responsibility and to transfer authority to subordi-
nates.
Willingness to delegate in order to strengthen the organisation by 'training
replacements in all facets of the work.
Willingness to allow subordinates to make decisions.
Knowledge of the difference between the allocation of work and
delegation.
The realisation that delegation begins with simple steps,
The realisation of the need for a set of controls to ensure effectiveness of
delegation.
The realisation that it is human to make mistakes arid that subordinates
can sometimes make the wrong decisions.
An appreciation for the difference between operating and management
work.
A knowledge that the subordinate is well trained to take the responsibility
and authority of the position.
(7)
A knowledge of what to delegate and how much.
[10]
QUESTION 4
4.1 4.1.1 • A disturbance of an unsettled matter

• That demands a solution for productive functioning of an
organisation (2)
4.1.2 • Is the present operator different from the old one?

• Was a power source less regular than before?
• Did the specifications change? (3)
4.2 4.2.1 understanding

4.2.2 language
4.2.3 greater
4.2.4 emotions
4.2.5 understood (5 x 1) (5)

4.3 4.3.1 A
4.3.2 C
4.3.3 B
4.3.4 A
4.3.5 D (5 x 1) (5)
[15]
QUESTION 5
Preventive control
• This takes place at the input stage before the process begins.
• Materials are inspected.
• Machinery undergoes inspection.
• Employees are selected for each assignment.
• By catching problems before they can affect later operations, therefore,
preventive control has the greatest potential for savings.
Concurrent control
• This control takes place during the conversion phase of a supervisor's operations.
• Pressures and temperatures are checked and on-line inspections are made as
partially converted products flow through the process.
• Concurrent control makes the biggest contribution by catching and correcting
problems before they get out of hand.
Corrective control
• This takes place at the output-stage after an operation is completed, a product is
finished, or a service is delivered.
• Such 'final inspections' occur too late to do much good for what has already
happened.
• The value of this type of control, is in alerting supervisors to ongoing performance
problems to be avoided in the future. [10]

QUESTION 6
6.1 Concepts
6.2 Classroom
6.3 Prepared
6.4 Knowledge
6.5 Large
6.6 Passive
6.7 Doing
6.8 Communication
6.9 Feedback
6.10 Attention [10]
QUESTION 7
7.1 The term service applies to such items as a company newspaper, athletic
field or Christmas party for which a direct money value for the individual
employee cannot be readily established. (2)
7.2 To recruit people to the firm √

Firms must be reasonably competitive in their rates to entice job
applicants to the employment office door. √
To control payroll costs

Supervisors are not allowed to pay their people above the job rate.
To satisfy people - to reduce quitting, grievances, and friction over pay

The pay must be fair and favoritism and discrimination should not play any
part in the allocation of money.
To motivate people to superior performance

Those who produce more should be paid more (8)
[10]

QUESTION 8
• Dimensions and appearance should be set up as specific quality standards.

• Keeping examples of acceptable and non-acceptable work on exhibit will be of great
value.
• Put specifications in writing, and see to it that employees get a copy to guide them.
• Allocate some of your own time for inspection, a certain amount of time each day.
• Pick spots where quality can best be made or lost. There is no point in spending
your time checking operations where nothing much can go wrong.
• Make inspection rounds from time to time. Change the order of your trips
frequently.
• Select at random of pieces produced (5 or 10 %) at a particular station to inspect
them carefully.
• Correct operating conditions immediately where your inspection shows material to
be off-grade or equipment to be faulty.
• Consult with employees to determine the reason for poor workmanship or
unacceptable products. It is important to get their co-operation for quality
improvement.
• Check the first piece on a new setup or a new assignment. Don't give the green light
for production until you are satisfied with the quality.
• Use post-quality records, scrap percentages, and so forth, to keep employees
informed of the department's performance. (Any 5 x 1) [5]
QUESTION 9
9.1 9.1.1 C
9.1.2 E
9.1.3 D
9.1.4 A
9.1.5 B (5 x 1) (5)
9.2 • To hear the relevant evidence concerning the alleged breach of

discipline.
• To reach as just and as balanced a verdict as possible, given the
evidence.
• To obtain a clear picture of the worker's disciplinary history.
• To try to get the worker to accept responsibility for modifying his/her
unacceptable behaviour, by passing an appropriate sentence.
• To prevent a recurrence of incorrect behaviour or practices, and/or to
decide whether any managerial/worker action could prevent such a
recurrence. (5)
[10]

QUESTION 10
10.1 • Injury prevention

• Total accident control
• Fire prevention
• Industrial health
• Hygiene and pollution (5)
10.2 10.2.1 Condition

10.2.2 Act
10.2.3 Act
10.2.4 Condition
10.2.5 Act
(5 x 1) (5)
[10]
TOTAL: 100

T1520(E)(A6)T
AUGUST EXAMINATION
(4110504)
6 August 2014 (Y-Paper)

13:00–16:00

(4110504) -2- T1520(E)(A6)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1520(E)(A6)T
1.1 The executive should spend about 80% of working time doing management
work. Even at the first supervisory level, 40% of the time should be spent on
management work.
With the temptation in mind to perform too much technical work, how can you
best build a productive team? (4)
1.2 When the natural leader does not change his/her natural leadership style,
problems or symptoms may occur.
State the SIX problems or symptoms that could occur. (6)

[10]
2.1 It is generally accepted that forecasting is an art, not a science, and it is

difficult to predict the state of the economy, or an organisation's probable
situation, with a great degree of accuracy in the future. However the better
the forecasting, the better the plans will be.
State FIVE steps to be taken when forecasting. (5 × 1) (5)
2.2.1 Planning is not an intellectual activity.
2.2.2 Planning reduces the chances of overlapping.
2.2.3 Research shows that companies that decrease their personnel

take longer to re-establish their position in a competitive market if
the economy should later recover.
2.2.4 The amount of attention that is devoted to a specific task need not
correspond with the size and complexity of the specific task or
objective to be attained.
2.2.5 People tend to oppose change if the change is gradual. (5 × 1) (5)

[10]

(4110504) -4- T1520(E)(A6)T
3.1 Organising is a management function which deals with arranging activities

and resources by allotting duties, responsibilities and authority to people, and
the determination of relationships between them to promote collaboration and
to achieve the objectives of the undertaking as effectively as possible
(Van der Westhuizen, 1991:162).
Name the FOUR Principles that form the core of organising. (4)
3.2 A supervisor should supervise only as many people as he can control. The
maximum number of subordinates over whom a supervisor can supervise,
depends on four factors.
Name these FOUR factors. (4)
3.3 Line organisation is the simple structure and foresees the basic framework
from where other types of structures can be build.
State TWO characteristics of a line organisation. (2)

[10]
QUESTION 4: LEADING
4.1 Decision making is regarded by many researchers as the most important

management action. It involves mainly choosing between various
alternatives.
4.1.1 What must a supervisor do before making a decision? (2)
4.1.2 Define decision making according to Allen. (3)
The purpose of communication is to:
4.2.1 Ensure flow of … by conveying messages.
4.2.2 Publicise planning and …
4.2.3 Ensure effective … of the organisation.
4.2.4 Inform … about what should be done and how it should be done as
well as when it should be done, in order to ensure effective
delegation.
4.2.5 Ensure the effective … of various tasks. (5 × 1) (5)

(4110504) -5- T1520(E)(A6)T
4.3 Most modern working environments satisfy the basic needs of their workers,
because there are minimum wage laws, generally good working conditions,
ever-increasing benefit packages and legal protection against injustices.
There is an agreement that psychological needs are the most fertile ground
for any motivational effort.
Name the other FIVE psychological needs. (5 × 1) (5)

[15]
5.1 Name and explain the THREE principles of controlling. (3 × 2) (6)
5.2 The control process follows four sequential steps.
Name the FOUR steps in their correct sequence. (4 × 1) (4)

[10]
Complete the following paragraph by filling in the missing word. Write only the missing
word(s) next to the question number (6.1–6.10) in your ANSWER BOOK.
In on-the-job training the instructor (supervisor or a designated experienced non-

supervising employee) must break down the (6.1) … to be learnt into meaningful
packages and present them to the employee in a systematic sequence.
The instructor (6.2) … the work self and carefully guides and observes the trainee as
he/she performs the work. (6.3) … will be given as required.
On-the-job training has the following advantages:
It (6.4) ... the trainee to learn on the (6.5) ... equipment and in the environment of the
job. There is actual feeling of (6.6) ... because the trainee produces useful products. It
is (6.7) … for the employer, because only a few get the training. Knowledge and skills
can be learnt in a relatively (6.8) … time. A great depth of (6.9) … can be acquired as
compared to a (6.10) … situation. (10 × 1) [10]

(4110504) -6- T1520(E)(A6)T
Explain the following types of incentive pay plans:
7.1 Measured daywork system
7.2 Standard time plan

(5 × 2) [10]
Quality is a measure of the degree to which a process, product, or service conforms to

the requirements that have been established for it. Billions of rands are lost to poor
quality.
Explain the corrective type of costs. [5]
QUESTION 9: LABOUR RELATIONS AND DISCIPLINARY CODES
9.1 Workers in any organisation perform a variety of tasks and work under
different circumstances. It is therefore difficult to satisfy all workers in such
circumstances, or to keep them satisfied.
Distinguish between a grievance and the grievance procedure. (5)
the missing word(s) next to the question number (9.2.1–9.2.5) in the
ANSWER BOOK.
The application of discipline is a fundamental (9.2.1) … and management

responsibility. It can rightly be required of supervisors and managers to
develop the necessary knowledge and skills, in order to accomplish this
important management function effectively. The right to exercise discipline
however, does not authorise management to (9.2.2) … unfairly,
inconsistently, or arbitrarily. Moreover, the purpose of discipline is not to
punish a worker, but to help a worker to overcome (9.2.3) … with respect to
behaviour or work achievement. Only when attempts to reach this are not
successful, or when (9.2.4) … is so serious that it cannot reasonably be
expected of an employer to retain an employee, (9.2.5) … is considered. (5)
[10]

(4110504) -7- T1520(E)(A6)T
10.1 What is plant housekeeping? (2)
10.2 Why is housekeeping important and desirable. (4)
10.3 Give FOUR basic methods that a supervisor or employer could use to prevent
accidents. (4)
[10]
TOTAL: 100

MARKING GUIDELINE
NASIONAL CERTIFICATE
AUGUST EXAMINATION
6 August 2014
The marking guideline consists of 6 pages.

MARKING GUIDELINE -2- T1520(E)(A)T
QUESTION 1
1.1 • Train your people, counsel and coach them, so that they may take over
more and more of the technical work.
• When you perform planning and controlling work, try to get the people who
will carry out the plans and exercise the control to do as much as possible
of the work.
• This will ensure a high degree of participation, so that people have a
feeling of ownership and will strive to make their plans succeed.
• In doing so, they are also taking the monkey off your back. (4)
1.2 • Dissatisfaction amongst personnel

• Work impoverishment takes place
• Interest in work declines
• Rising costs as opposed to lower productivity
• A high personnel-turnover occurs
• Decision-making time lengthens (6)
[10]
QUESTION 2
2.1 • Identify the critical factors (money, customer demands, old or new product,
et cetera) that will influence the end result.
• Gather enough information to know what happened in the past and why it
happened.
• Arrange your assumptions from the 'worst case', 'best case' and 'most
likely' options. (After a good brainstorming session).
• Communicate the progress at regular planning meetings – people will want
to know what became of the ideas they contributed.
• Prepare for adaption in case your forecasting diverges from the reality. (5)
2.2 2.2.1 False

2.2.2 True
2.2.3 True
2.2.4 False
2.2.5 False (5)
[10]

QUESTION 3
3.1 • Principle of goals.

• Principle of specialisation.
• Principle of span of control.
• Principle of management accentuation. (4)
3.2 • The nature of the work that must be done, in other words, the variety as
well as the intricateness thereof.
• The area over which the subordinates are spread, in other words, how far
they are placed from one another.
• The supervisor himself, in other words, does he have the ability to lead, to
inform and to control people.
• The type of subordinates that the supervisor must control, are they
qualified, disciplined, et cetera? Fully qualified subordinates, for instance,
require less supervisison and to a great extent, this relieves the work load
of the supervisor. (4)
3.3 • Authority is vested in one person and staff only receive instructions from
the head and report back to him.
• One person is in control of a particular task or instruction.
• Lines of authority are clear and each person's task is clearly outlined as
well as the responsibilities of each. (Any 2 × 1) (2)
[10]
QUESTION 4
4.1 4.1.1 • The supervisor or leader should diagnose the situation and
• The various ways of acting. (2)
4.1.2 • The work managers supervisors perform

• To reach the conclusions and judgement
• Necessary for people to act, (3)
4.2 4.2.1 information

4.2.2 objectives
4.2.3 functioning
4.2.4 people
4.2.5 co-ordination
(5 × 1) (5)

4.3 • recognition
• status
• affiliation
• esteem
• inclusion
• pride of accomplishment
• control of own work
• challenge
• opportunity to contribute
• forms of power (Enige 5 × 1) (5)
[15]
QUESTION 5
5.1 • The principle of critical few √

'In any given group of occurrences, a small number of causes tend to give
rise to the largest proportion of results' √
• The principle of point of control.√
'The greatest potential for control tends to exist at the point where the
action takes place'√
• The principle of self-control. √
'Self-control tends to be the most effective control.'√ (3 × 2) (6)
5.2 • Establishment of standards

• Collect data to measure performance
• Compare results with standards (evaluation)
• Take corrective action (4 × 1) (4)
[10]
QUESTION 6
6.1 material
6.2 demonstrates
6.3 corrections
6.4 permits
6.5 actual
6.6 accomplishment
6.7 cheaper
6.8 short
6.9 theory
6.10 classroom
(10 × 1) [10]

QUESTION 7
7.1 • This involves simply a fixed rate of pay by the hour for a defined and
agreed standard of daily performance.
• Work measurement is used to establish the time standards for each job.
• Provided that the worker meets the targets set, he is guaranteed a regular
weekly wage; if he fails consistently to reach the required standard, the
worker is transferred to a less demanding job at a lower rate of pay.
• There is no incentive to exceed the predetermined level of output.
• Thus the workers on measured daywork system can either 'spin the work
out', as the day wears on, or cease work altogether when they have done
their quota for a day. (5)
7.2 • With the influence of scientific management, management began to look

for 'more efficient' methods of working and offered to pay, not what had
been agreed upon as the price for the job,
• but what was a 'fair' price based on some technique such as work study or
time measurement.
• We can now not only fix a rate per piece, but an acceptable rate of
production also.
• This 'acceptable rate' is called the 'standard time'and attracts a 'base rate
payment'.
• This plan is essentially the same as piecework with a guaranteed
minimum, with the exception of the fact that the standard is expressed in
time instead of money. (5)
[10]
QUESTION 8
This is money down the drain for any of the following reasons:
• Damaged parts and materials that must be scrapped or reworked.
• The time and effort of redoing poor work.
• The cost of warranties that presume errors will be made that must be corrected
later; and
• The cost of handling customer complaints.
Corrective quality is by far the most costly approach to quality problems (2 – 10%) of
sales revenue. [5]

QUESTION 9
9.1 A grievance can be defined as:

• Any aspect of the work with which the workers is unhappy.
• Or in respect of which he feels that he is being offended.
• This grievance is brought to the notice of management.
A grievance procedure is merely the procedure:

• Which a worker must follow in order to bring his grievances to the notice of
management. (5)
9.2 9.2.1 supervisor

9.2.2 act
9.2.3 shortcomings
9.2.4 misconduct
9.2.5 punishment
(5 × 1) (5)
[10]
QUESTION 10
10.1 • Plant housekeeping means a place for everything and

• Everything in its place all the time. (2)
10.2 • It cuts down the time spent looking for goods, articles and tools.
• Space is saved when everything is stacked away tidily.
• Injuries are avoided when gangways and working areas are kept clear of
superfluous materials.
• Fire hazards are reduced if combustible materials are kept in proper
receptacles. (4)
10.3 • Engineering revision

• Education and training
• Employment practices
• Example setting
• Enthusiasm
• Enforcement (Any 4 × 1) (4)
[10]
TOTAL: 100

T1520(E)(A9)T
APRIL EXAMINATION
(4110504)
9 April 2014 (Y-Paper)

13:00–16:00

(4110504) -2- T1520(E)(A9)T

TIME: 3 HOURS
MARKS: 100
3. Read ALL the questions carefully and answer only what is asked.
paper.

(4110504) -3- T1520(E)(A9)T
1.1 Mental and physical effort are used to convert natural resources and materials
to real wealth with the aid of tools and machines. Technical work is applied
directly to those resources.
Draw a diagram which illustrates the way in which most supervisors manage
their time. (5)
1.2 The management leader in a company distinguishes between decisions that

he/she must make himself/herself and aspects over which his/her
subordinates can make decisions. He/she creates a climate in which
delegation is purposefully applied in order to get the work done. The
necessary authority and responsibility to make decisions are delegated to the
level where the work, which is affected by the decision, is done.
1.2.1 What type of leader is the above person? (1)
1.2.2 State FOUR other characteristics that the type of leader,

mentioned in QUESTION 1.2.1, would typically display. (4)
[10]
2.1 According to Allen (1964:122) the definition of a goal is the starting point of
management activity. A supervisor wanting to manage effectively must have
clearly defined goals.
State FIVE guidelines that you would apply to goals that you set as supervisor. (5)
2.2 A standard is a specific performance goal that a product, a service, a

machine, an individual or an organisation is expected to meet, in other words,
the criteria by which work and results are evaluated.
State FIVE requirements of a standard. (5)

[10]
3.1 An organisation could be simply described as a specific structure or

framework, which makes provision for the pursuit of certain common goals
by people who find themselves in a relative position to one another.
Give FIVE characteristics of organising. (5)
3.2 Name TWO major characteristics of a formal organisation. (2)

(4110504) -4- T1520(E)(A9)T
3.3 Work which you give to your subordinates must, as far as possible, be
relevant to their abilities, training and interest. Therefore, give work to the
person who, at a given moment, is the best qualified for it.
The quality of work will be much better if it falls within the abilities of the
subordinate, if he/she had the necessary training to do it and if he/she is
interested in what he/she has to do.
State THREE beneficial situations ensured by specialisation. (3)

[10]
QUESTION 4: LEADING
4.1 A primary fact that determines the success of a leader is the timing and
quality of his/her decisions. Problem solving and decision making are
interrelated and part of the same process.
Most decisions are made to solve problems and as most problems have a
host of possible solutions, a decision has to be taken as to which solution to
adopt. In many ways problem solving is decision making.
4.1.1 Describe what is a problem. (2)
4.1.3 Describe how to recognise a problem. (2)
4.2 Complete the following sentences by writing only the missing word next to the
4.2.1 Communication begins with the …
4.2.2 The information is transmitted over a …
4.2.3 Verbal communication may be … or oral.
4.2.4 Non-verbal communication may be made by … expressions, body

language, eye contact, gestures and appearance.
4.2.5 To accomplish improved communication, an effort should be made

to create ...
(5 x 1) (5)

(4110504) -5- T1520(E)(A9)T
4.3 Choose a description from COLUMN B that matches a need in COLUMN A.

ANSWER BOOK.
COLUMN A COLUMN B
4.3.1 Physical or survival needs A Once the human being's most
important physical needs are satisfied
4.3.2 Safety and security needs to at least a minimum and continuing
degree, this is the next type of needs
4.3.3 Social needs that become dominant.
4.3.4 Ego or esteem needs B These needs are also known as the
belonging and love needs.
4.3.5 Self-realisation needs
C As long as needs upon which health
depends are unsatisfied, a person
shows little interest in the other four
types of needs.
D These needs are aimed at self-

fulfilment, the desire to become one's
best self, to realise one's capabilities
to the fullest.
E The individual, whose physical needs,

security and belonging and love
needs are satisfied, becomes
concerned with the needs for self-
respect and respect from others.
(5 x 1) (5)
[15]
5.1 Describe the basic purpose of controlling. (8)
5.2 What is meant by 'the principle of the critical few'? (2)

[10]

(4110504) -6- T1520(E)(A9)T
Complete the following sentences by writing only the missing word(s) next to the
question number (6.1–6.10) in the ANSWER BOOK.
These two ways of training, (6.3) … and (6.4) …, are both potentially useful.
Informally you should be alert for the following conditions:
• Too much (6.5) …

• Below-standard (6.6) … rates
• Out-of-line (6.7) … costs
• A high (6.8) … rate
• Excessive (6.9) ... and even a general state of poor (6.10) …
(10 x 1) [10]
The following are examples of kinds of benefits and services commonly found in
organisations: pension, life insurance, hospitalisation, etc.
Give TEN reasons why a company would adopt benefit and service programs. [10]
to the requirements that have been established for it. It is expected of supervisors to
ensure that mistakes are not made in the first place.
Briefly describe FIVE guidelines that should govern a supervisor's approach to quality. [5]
QUESTION 9: GRIEVANCE PROCEDURE AND DISCIPLINARY CODE
9.1 Any organisation has a number of workers who perform a variety of tasks and
who work under many different circumstances. Consequently it is difficult to
satisfy all workers in such circumstances or to keep them satisfied.
Management must therefore be mindful of this and be prepared for workers
who have grievances or who can develop grievances.
Explain what is meant by a grievance procedure. (6)

(4110504) -7- T1520(E)(A9)T
9.2 Without the maintenance of proper discipline, good personnel management

and the most favourable utilisation of personnel, productivity is just not
possible.
State FOUR basic methods of disciplinary action that an enterprise may

apply. (4)
[10]
The following situations are caused either by the employer or the worker. Write only
'Employer' or 'Worker' next to the question number (10.1–10.10) in the ANSWER
BOOK.
10.6 Unsafe lighting
10.7 Arranging or placing objects unsafely
10.8 Fooling, teasing, abusing workmates
10.9 Lack of machine and other safety guards
10.10 Using equipment unsafely or using limbs instead of equipment supplied

(10 x 1) [10]
TOTAL: 100

MARKING GUIDELINE
APRIL EXAMINATION
9 APRIL 2014

QUESTION 1
1.1
A TYPICAL WAY OF MANAGING TIME (5)
1.2 1.2.1 Leader who manages scientifically (1)
1.2.2  Specialises in management work

 Acts logically
 Promotion of group interests
 Maintains effective communication
 Controls by means of exception
 Organises rationally
 Decentralises authority (Any 4 x 1) (4)
[10]
QUESTION 2
2.1
Goals should be:
 Generally understood
 Concrete and specific
 Acceptable to those involved
 Balanced
 Achievable (5)
2.2 A standard should be:

 Realistic - not too high or too Iow
 Practically acceptable to those who have to carry out the task
 Measurable (time, rate, tolerance, etc.)
 Flexible and adjustable
 Based on planning and should be related to objectives, programmes,
schedules, budgets, policy, regulations and procedures (5)
[10]

QUESTION 3
3.1  It is concerned with grouping of tasks (the division of work) in such

a way that planning is affected.
 It is concerned with allocating duties, authority and responsibility
without abdicating final responsibility.
 It is concerned with determining relationships between various
people to promote collaboration by means of co-ordination and
job and duty descriptions.
 It is concerned with a common effort to achieve set goals.
Organizing is in essence, intellectual work or work that involves
thought processes which carry out the planning process and
therefore involves desk work. (5)
3.2  Well-defined structure

 Precisely identified beginning
 Longer life span
 Membership (by choice)
 Definite aims
 Division of work (2)
3.3  A high level of proficiency will be maintained.
 Maximum effectiveness will be attained and.
 Resources will be applied economically. (3)
[10]
QUESTION 4
4.1 4.1.1  A problem can be described as a disturbance of an

unsettled matter that demands a solution for productive
functioning of an organisation.
 It is an obstacle that stands in the way of achieving an
objective. (2)
4.1.2 Change (1)
4.1.3 You find a problem by spotting a gap (deviation or change)

between the actual and expected performance. (2)
4.2 4.2.1 Sender

4.2.2 Channel
4.2.3 Written
4.2.4 Facial
4.2.5 Understanding (5 x 1) (5)

4.3 4.3.1 C
4.3.2 A
4.3.3 B
4.3.4 E
4.4.5 D
(5 x 1) (5)
[15]
QUESTION 5
5.1 The basic purpose of controlling is to ensure that:

 Employees are at work on time
 Materials are not wasted or stolen
 Some persons do not exceed their authority
 Helps to guide you and your department to production goals and quality
standards
 Managers realise planning
 Managers evaluate planning
 Managers make the necessary adjustments
 Managers establish if the actual activities are the same as the
planned activities (8)
5.2 ‘The principle of the critical few’
In any given group of occurrences, a small number of causes tends to give

rise to the largest proportion of results. (2)
[10]
QUESTION 6
6.1 Training
6.2 Expected
6.3 Informal
6.4 Formal
6.5 Scrap
6.6 Production
6.7 Operating
6.8 Accident
6.9 Overtime
6.10 Morale
(10 x 1) [10]

QUESTION 7
 A primary reason is competition for employees.

 The companies providing these benefits and services soon become known as
'good' workplaces. In order to recruit and retain workers, other companies do
likewise.
 Some kinds of benefits are established to recruit and retain certain kinds of
personnel.
 It is an investment by a company to spend money for the development of
professional talent.
 This should pay off in the long run in improved performance.
 Some benefits are provided by employers because of a concern for the welfare
of their employees.
 Health insurance plans offered by insurance companies are designed primarily
for groups, thus lower costs.
 Enlightened self-interest is a motivating force.
 Employers know that prompt and proper medical treatment of illnesses yields a
healthier work force.
 Top management feels that these programs will enhance employee morale,
generate greater loyalty towards the firm, and thus provide a positive public
relations image. [Beach, 1985:556/7] (10 x 1) [10]
QUESTION 8
FIVE guidelines for a supervisor:
 Quality must be built into a product. It cannot be done through inspection.

 Refuse to allow commonly accepted levels of delay or of mistakes, defective
material or defective workmanship.
 Search continually for problems and seek ways to improve the system.
 Focus supervision on helping people to do a better job.
 Provide the tools and techniques that will enable people to have pride in their
workmanship.
 Eliminate fear and encourage two-way communication.
 Break down barriers between departments. Encourage problem solving
through teamwork.
 Implement a vigorous program of education and training to keep people abreast
of new developments in materials, methods and machinery. (Any 5 x 1) [5]

QUESTION 9
9.1 A grievance procedure:
 A grievance procedure is merely the procedure which a worker must follow

in order to bring his/her grievances to the notice of management.
 A grievance procedure assumes that management is prepared to listen to
workers' grievances, and affords every worker the opportunity to approach
management with his/her grievances, without fear of intimidation,
discrimination or harm.
 A grievance procedure further says that each worker can depend on it that
his/her grievances, where necessary, will receive attention at management
level.
 A grievance procedure explains, point by point, what path a worker must
follow.
 It therefore creates a channel for communication from the worker to
management, a so-called upwards communication channel. (6)
9.2 FOUR basic methods of disciplinary action:

 An oral warning
 A written warning which is kept on the offender's personal file
 A temporary suspension
 Dismissal (4)
[10]
QUESTION 10
10.1 Worker
10.2 Worker
10.3 Employer
10.4 Worker
10.5 Worker
10.6 Employer
10.7 Worker
10.8 Worker
10.9 Employer
10.10 Worker
(10 x 1) [10]
TOTAL: 100

T1740(E)(N25)T
(4110504)

09:00–12:00
Copyright reserved dhet Please turn over

(4110504) -2- T1740(E)(N25)T

TIME: 3 HOURS
MARKS: 100
paper.

(4110504) -3- T1740(E)(N25)T
1.1 The job of supervision is so demanding that higher management tends to look
for super people to fill the role. Most firms, however, do establish a set of
criteria/qualities against which supervisory candidates are judged.
State the FIVE most sought-after qualities that one would look for in a
candidate for a supervisor's position. (5)
1.2 As a result of previous successes as technical specialist, a fellow supervisor

in your department tends to carry on doing the same technical work he did as
a technical specialist.
What type of leader would you say he is and name FOUR other
characteristics he would typically display? (5)
[10]
'Planning is an intellectual (2.1.1) … It involves thought processes by

means of which future activity is pre-enacted to achieve certain (2.1.2) …
'(Van der Westhuizen, 1997:138)
According to Allen (1964:109) 'planning is the work a manager does to master
the future, to (2.1.3) … a course of action!'
(3 x 1) (3)
2.2 Planning can be regarded as one of the most important tasks of a supervisor,
and it forms the basis of all other management tasks. How well these other
management tasks are carried out, will depend on the quality of the planning
process.
Give SEVEN reasons why planning is so important. (7)

[10]

(4110504) -4- T1740(E)(N25)T
QUESTION 3: ORGANISATION
3.1 Principle of goals implies that the organisational structure of the organisation,
and specifically each department and section, must be constituted (put
together) in such a manner that the goals will still be attained in the most
economical manner.
What FIVE obligations do you, as supervisor, have with regard to the principle
of objectives? (5)
'Defining and streamlining your organisation structure will help you get the
most work done with the fewest people at the least cost, with the greatest
satisfaction to the people doing the work. More specifically, here is what you
can expect to achieve:
3.2.1 To ensure that all the important work necessary to achieve your …
will be done.
3.2.2 To divide the work … so that teams can work effectively without
barriers.
3.2.3 To encourage teamwork by minimising … and duplication of effort.
3.2.4 To ensure people have balanced and … workloads that give them
opportunity to grow in scope and competence.
3.2.5 To identify and define career … for which people can qualify by
planned experience and training.
(5 x 1) (5)
[10]
QUESTION 4: LEADING
4.1 You have planned to manufacture 3 000 brass bushes a week; at 16:00 on
the first Friday you discover that only 2 900 bushes have been made, clearly
a shortfall in manufacturing of 100 bushes has occurred.
State the EIGHT steps in correct sequence that you would follow in a
systematic approach to solving the above problem. (8)
4.2 You become aware of the fact that most of your workers simply do the bare
minimum to keep their jobs to earn a living.
This is a sign of … (1)
4.3 Describe any THREE principles that you would apply to rectify the situation
described in QUESTION 4.2. (6)
[15]

(4110504) -5- T1740(E)(N25)T
Choose a discription from COLUMN B that matches a description in COLUMN A. Write

only the letter (A–E) next to the question number (5.1 – 5.5) in the ANSWER BOOK.
COLUMN A COLUMN B
5.1 In any given group of occurrences, a A be the most effective control'
small number of causes (Allen, 1989:20-5)
5.2 The greatest potential for control B tend to give rise to the largest
tends to proportion of results
5.3 Self-control tends to C exist at the point where the action

takes place
5.4 Direct control is achieved by means
of personal discussions and D by means of oral or written reports
observations
E where the actual situation is
5.5 Indirect control is done observed and evaluated and can
immediately be corrected
(5 x 2) [10]
6.1 Any organisation has a number of workers who perform many tasks and who
work under various circumstances. Therefore, it is difficult to satisfy all the
workers in such circumstances, or to keep them satisfied. Management must
therefore be aware of this and be prepared for workers who have grievances,
or who can develop grievances.
Discuss the purpose of a grievance procedure (5)
6.2 A dismissal in which all the conditions of fairness and lawfulness have been
met, would generally be regarded as fair.
Draw a simple diagram which illustrates this. (5)

[10]

(4110504) -6- T1740(E)(N25)T
Indicate whether the following statements are TRUE or FALSE. Choose the answer and write
only 'true' or 'false' next to the question number (7.1–7.10) in the ANSWER BOOK.
7.1 Classroom instruction is most useful when concepts, attitude, theories, and
problem-solving abilities are learned.
7.2 Employees will not learn without being trained.
7.3 The only dependable way of training is structured and systematic.
7.4 Education is the organised procedure by which people learn knowledge

and/or skills for a definite purpose.
7.5 Training is often not distinguished from education.
7.6 The purpose of education and training is to develop the individual.
7.7 Education is considered to be formal in a school, college, or university.
7.8 Skill is information that can be learned from reading, listening to an expert, or
from keen observation.
7.9 Skill is a combination of relevant knowledge and physical abilities.
7.10 In on-the-job-training the instructor demonstrates the work himself and

carefully guides and observes the trainee as he/she performs the work.
(10 x 1) [10]
Complete the following sentences/paragraph(s) by filling in the missing phrases. Write

only the phrase(s) next to the question number (8.1–8.5) in the ANSWER BOOK.
8.1 Measured day work: This involves simply a fixed rate of pay by the hour for …
8.2 Piecework: Under this system/plan workers are paid a fixed amount for each
item produced in an industrial or manufacturing situation …
8.3 Standard time plan: This plan is essentially the same as piecework with a
guaranteed minimum …
8.4 Profit sharing: This involves setting aside part …
8.5 Bonus schemes: Whatever bonus scheme is chosen, its two major aims
should be…
(5 x 2) [10]

(4110504) -7- T1740(E)(N25)T
Industrial housekeeping means a place for everything and everything in its place all the
time.
What is the effect of good housekeeping on staff? [10]
Every activity of an organisation contributes to the quality of its products or services,

and does not rest on the shoulders of one person or even a single department.
State FIVE guidelines that should govern any supervisor's approach to a responsibility
for quality. [5]
TOTAL: 100

MARKING GUIDELINE
25 NOVEMBER 2013

QUESTION 1
1.1 • Energy and good health.

• Ability to get along with people.
• Job know-how and technical competence.
• Self-control under pressure.
• Dedication and dependability.
• Teachability.
• Problem-solving skills.
• Leadership potential.
• A positive attitude towards management. (Any 5 x 1) (5)
1.2 • Centralises decision-making

• Takes intuitive action
• Communicates one-way
• Organises in terms of personalities
• Control by inspection (5)
[10]
QUSTION 2
2.1 2.1.1 activity
2.1.2 objectives
2.1.3 predetermine
(3 x 1) (3)
2.2 • It predetermines future purposes

• It is the starting point of the management action
• It provides time for reflection
• It causes the supervisor to think continually about set objectives
• It can lead to the better utilisation of people and resources
• It reduces the chances of overlapping
• It ensures better control (7)
[10]

QUESTION 3
3.1 FIVE obligations you, as supervisor, have with regard to the principle of
objectives?
Be very critically focused towards what you have to attain, and obtain
answers to the following questions:
Do you know exactly what is expected of you and your team of subordinates?
Do your subordinates know exactly what is expected of them?
Are the subordinates, allocated to you, adequate to reach the required goals?
Are they not perhaps too many, and if so, a more suitable work grouping (5)
should be done.
3.2 3.2.1 objectives
3.2.2 logically
3.2.3 overlap
3.2.4 challenging
3.2.5 paths
(5 x 1) (5)
[10]
QUESTION 4
4.1 Step 1: Identity the problem

Step 2: Collect relevant information
Step 3: Establish the cause of the problem
Step 4: Determine alternative solutions
Step 5: Evaluate the pros and cons of the alternatives
Step 6: Choose the solution you think is best
Step 7: Plan of implementation
Step 8: Evaluate progress and results (8)
4.2 Lack of motivation on the side of the workers. (1)
4.3 Principle of participation
• Participation is a powerful motivator.

• It provides recognition, encourages affiliation and inclusion, and is a mark
of self-esteem.
• Involve your people in the planning and decision making that affect their
work or their working conditions.
• Ask their advice.

Principle of communication
• The more people know about a matter, the more interest and concern
they will develop. When you make an obvious effort to keep your people
informed, you are telling them: I think you are important. I want to be sure
you know what is going on.
• The people should not only be informed about results achieved, but also
about changes and progress.
Principle of recognition
• People will work hard if they get continuous recognition for their efforts.
• When you give credit to people who have earned it, you are making clear
that you consider them important members of the team.
• Recognition must be sincere and should not be in the form of fake
flattery.
• The recognition you give is multiplied if you give it in public, especially in
the presence of your own boss.
Principle of delegated authority
• A supervisor should be prepared to delegate authority to capable people.

In this way a person's position is enhanced, and this serves as a means
of personnel development.
• Delegated authority also means that more people will be allowed to make
decisions themselves in connection with their work within set guidelines.
(Any 3 x 2) (6)
[15]

QUESTION 5
5.1 B
5.2 C
5.3 A
5.4 E
5.5 D
(5 x 2) [10]
QUESTION 6
6.1 THE PURPOSE OF A GRIEVANCE PROCEDURE
• The purpose of a grievance procedure is to remove workers' grievances.

• The purpose of a grievance procedure can also be defined as an effort to
maintain (preserve) and to promote or
• To restore good relations.
• The purpose is to prevent workers' grievances from accumulating and
• Becoming pent-ups, and to clear the air by informing management about
the grievances. (5)
6.2
BASIS OF A GOOD DECISION (5)

[10]

QUESTION 7
7.1 True
7.2 False
7.3 True
7.4 False
7.5 False
7.6 True
7.7 True
7.8 False
7.9 True
7.10 True
(10 x 1) [10]
QUESTION 8
8.1 a defined and agreed standard of daily performance.
8.2 regardless of the time taken to do the work.
8.3 with the exception of the fact that the standard is expressed in time instead of
money.
8.4 of the profits to be shared amongst the workforce.
8.5 to act as an incentive to increased effort (i.e. a motivator), and as a reward for
the amount of work done.
(5 x 2) [10]

QUESTION 9
• Good housekeeping improves the working environment.

• This means more pleasant working conditions.
• Which arouses a desire in workers for greater efficiency.
• The end product is increased production.
• When an outsider finds everything at a factory systematically taken care of, he
recognises that orderly arrangement not only leads to good accident records
• but indicates competent management and efficient workmanship.
• Housekeeping, then, includes both cleanliness and orderliness.
• Cleanliness usually requires clean-up work, but orderliness requires the
application of management skills.
• The supervisor who can convey the message of orderliness - as well as
cleanliness to each member of his work team will have taken a major stride toward
improved efficiency of his operations.
• Elimination of many problems that possess the potential for causing downgrading
incidents. (10 x 1) [10]
QUESTION 10
• Quality must be built into the product. No one can inspect it in.
• Refuse to allow commonly accepted levels of delay or of mistakes, defective
material, or defective workmanship.
• Search continually for problems and seek ways to improve the system.
• Focus on supervision and helping people to do a better job.
• Provide the tools and techniques that will enable people to have pride in their work-
manship.
• Eliminate fear. Encourage two-way communication.
• Break down barriers between departments. Encourage problem solving through
teamwork.
• Implement a vigorous program of education and training to keep people abreast of
new developments in materials, methods, and machinery. (Any 5 x 1) [5]
TOTAL: 100

T1720(E)(A2)T
AUGUST EXAMINATION
(4110504)
2 August 2013 (X-Paper)

09:00–12:00

(4110504) -2- T1720(E)(A2)T

TIME: 3 HOURS
MARKS: 100
paper.
5. Keep questions and subsections of questions together.

(4110504) -3- T1720(E)(A2)T
QUESTION 1
Indicate whether the following statements are TRUE or FALSE. Choose the answer
and write only 'true' or 'false' next to the question number (1.1–1.20) in the ANSWER
BOOK.
1.1 Managerial employees receive directions from supervisors.
1.2 The scientific leader acts logically.
1.3 Planning bridges the gap between where we are, and where we want to be.
1.4 Forecasting is the assignment of available resources for the attainment of

goals.
1.5 Scheduling is concerned with the grouping of tasks.
1.6 Delegation is the task a supervisor must do to entrust others with

responsibility and authority and to create accountability for results.
1.7 Purposeful and effective decision-making depends on effective planning.
1.8 Accurate communication can only occur when both sender and receiver
attach the same meaning to the symbols that compose the message.
1.9 According to Maslow, the individual whose physical, security, belonging and
love needs are satisfied, become focussed on esteem needs.
1.10 A supervisor exercises direct control by means of oral or written reports.
1.11 Preventative control takes place at the output stage of a process.
1.12 Orientation is the guided adjustment of the employee to the organisation and
work environment.
1.13 Case studies are used to simulate role-playing.
1.14 The word wage is simply another name for the word salary.
1.15 The main purpose of a wage and salary programme is to pay less to those
who produce less.
1.16 A defect is any variation of the product or service that falls inside the
prescribed tolerances.
1.17 A dismissal would be considered as substantively unfair if there was no clear

reason for the dismissal of the employee.
1.18 The right to associate must not be distinguished from the right to organise.
1.19 An example of an unsafe act is an overcrowded workshop.
1.20 Engineering revision refers to the improvement of guarding the work

environment and work processes and procedures.
(20 × 1) [20]
(4110504) -4- T1720(E)(A2)T
There are basically TWO styles of management (leadership).
2.1 Name these TWO styles of management (leadership). (2)
2.2 Discuss THREE problems that could arise when a manager is not prepared to
change his natural leadership style. (3 × 2) (6)
[8]
3.1 Give FOUR reasons why planning is so important. (4)
3.2 A standard is a specific performance goal that a product or a service, a

machine, an individual or an organisation is expected to meet.
Name FOUR requirements of a standard. (4)

[8]
• Organising is concerned with (4.1) … duties, authority and responsibility without

abdicating final (4.2) …
• Organising is concerned with grouping of (4.3) … (the division of work) in such a
way that (4.4) … is executed.
• Organising is concerned with determining better (4.5) … between various (4.6) …
to promote collaboration by means of co-ordination and job and duty descriptions.
• Organising is in essence, (4.7) … work or work that involves thought processes
which carry out the planning process.
• Organising is concerned with a common (4.8) … to achieve set goals.
(8 × 1) [8]
QUESTION 5: LEADING
5.1 Communication is not complete unless it is understood in the mind of both the
sender and the receiver.
Give the different reasons for interference in the transmission of an idea

between sender and receiver. (4)
5.2 Name FOUR characteristics that positive 'Pygmalions', i.e. managers who try
to increase the motivation and productivity of their subordinates, should try to
develop. (4)

(4110504) -5- T1720(E)(A2)T
5.3 Generally there is a strong relationship between the types of jobs workers
perform and the motivational levels of workers. You realise that one of your
workers lacks motivation.
Discuss FOUR ways in which you would redesign or restructure the job of this
worker to motivate him or her to new levels of performance. (4)
[12]
6.1 Define the term controlling. (2)
6.2 Why is it important that supervisors exercise control in their departments? (6)
[8]
State whether each of the following statements is either a serious offence or a very
serious offence. Write down only SERIOUS or VERY SERIOUS next to the relevant
question number.
7.1 Absenteeism
7.2 Forging time cards
7.3 Being under influence of alcohol or drugs on company premises
7.4 Falsifying an accident report
7.5 Sleeping on duty
7.6 Refusing to carry out legitimate orders
7.7 Insulting fellow workers
7.8 Abusing sick leave benefits [8]
8.1 Define the term orientation training. (3)
8.2 Name the type of instruction/training method that would be regarded as best
suited for demonstrating a job task to a new worker. (1)
8.3 Name FOUR advantages of the training method in QUESTION 8.2. (4)
[8]

(4110504) -6- T1720(E)(A2)T
An incentive pay plan is a method of calculating the pay of different kinds of workers.
Discuss FOUR typical types of incentive pay plans used by organisations.

(4 × 2) [8]
QUESTION 10: INDUSTRIAL HOUSEKEEPING
Say whether each of the following statements is an unsafe ACT or an unsafe

CONDITION. Write only 'act' or 'condition' next to the relevant question number in the
ANSWER BOOK
10.2 Disorderly and haphazard planning
10.4 Hazardous working conditions such as rough, sharp or slippery surfaces
10.5 Overcrowding in workshops
10.6 Unsafe ventilation
10.8 Inoperative safety devices

[8]
Define the terms tolerance and reliability in the general context of quality control. [4]
TOTAL: 100

MARKING GUIDELINE
AUGUST EXAMINATION
2 AUGUST 2013

QUESTION 1
1.1 True
1.2 True
1.3 True
1.4 False
1.5 False
1.6 True
1.7 True
1.8 True
1.9 True
1.10 False
1.11 False
1.12 True
1.13 False
1.14 False
1.15 True
1.16 False
1.17 True
1.18 False
1.19 False
1.20 True
(20 × 1) [20]

2.1 Natural leadership style and Scientific leadership style. (2)
2.2 • DISSATISFACTION AMONG PERSONNEL:

• When no opportunity for own ideas, authority, responsibilities,
suggestions, recognition and even promotion possibilities is created, the
subordinates derive little gratification from their work, become frustrated
and dissatisfied.
• WORK IMPOVERISHMENT TAKES PLACE:
• If no responsibility, no initiative and no possibilities for achievement are
entrusted to the group, the work becomes meaningless. Work becomes
impoverished and the group becomes frustrated.
• INTEREST IN WORK DECLINES:
• As soon as work becomes meaningless and monotonous, and results in
workers becoming frustrated, it is a fact that half-hearted, slavish and even
dangerous work is produced as a result of a lack of interest.
• RISING COSTS AS AGAINST LOWER PRODUCTIVITY:
• Irrespective of salaries that can increase, worker's performance becomes
weaker as dissatisfaction and frustration increase. Production declines.
• A HIGH PERSONNEL TURNOVER OCCURS:
• When workers are dissatisfied, frustrated and not motivated in their work,
it leads to resignations.
• DECISION-MAKING TIME LENGTHENS:
• The natural leader wants to make most of the decisions himself.
• Committees have to be formed and this takes up a lot of time.
(Any 3 × 2) (6)
[8]
3.1 • It predetermines future purposes

• Starting point of the management action
• Provides time for reflection
• Causes the supervisor to think regularly about set objectives
• Can lead to the better utilisation of people and resources
• Reduces chances of overlapping
• Ensures better control
(Any 4 × 1) (4)
3.2 • Should be realistic

0B
• Be practically acceptable to those who have to carry out the task

1B
• Should be measurable
2B
• Should be flexible and adjustable

3B
• Should be based on planning and should be related to objectives,

programmes, schedules, budgets, policy, regulations and procedures.
(Any 4 × 1) (4)
[8]

4.1 allocating
4.2 responsibility
4.3 tasks
4.4 planning
4.5 relationships
4.6 people
4.7 intellectual
4.8 effort
(8 × 1) [8]
QUESTION 5: LEADING
5.1 • Distraction such as noise, movement or ambiguous symbols

• Distance fading the message, such as poor telephone connection
• Lack of understanding, belief and acceptance
• Emotions, like worries, attitudes and feelings
5.2 • Believe in themselves and have confidence in what they are doing
• Have faith in their ability to develop their subordinates; to select, train and
motivate them
• An ability to develop challenging goals and communicate this expectation
• Receive their own reward through the achievements of the work group
5.3 • Will review the whole job from beginning to end

• Regular contact with consumers or clients
• Use of variety of tasks and skills
• Freedom of self-management
• Direct feedback from the work itself.
• A chance for self-development
(Any 3 × 4) [12]

6.1 • Controlling is the work a supervisor has to perform to assess and regulate
work that is done and results that are achieved. (1)
• Measurement of and evaluating the work done by establishing standards

and if necessary take corrective steps. (1)
6.2 • To analyse and appraise the work being performed

• To ensure that workers are at work on time
• That persons do not exceed their authority
• To guide you and your department to production goals and quality
standards
• To realise planning
• To evaluate planning
• To make adjustments if necessary
• To establish if actual activities are the same as the planned activities
• To ensure that material is not wasted or stolen
(Any 6 × 1) (6)
[8]
7.1 serious
7.2 very serious
7.3 very serious
7.4 serious
7.5 serious
7.6 very serious
7.7 very serious
7.8 serious
(8 × 1) [8]

8.1 • Orientation is the guided adjustment

• of the employee
• to the organisation and work environment. (3)
8.2 On-the-job training (1)
8.3 • Permits the trainee to learn on the actual equipment and in the
environment of the job.
• Actual feeling of accomplishment because the worker produces useful
products.
• Cheaper for the employer because only a few workers get the training.
• Knowledge and skills can be learned in a relatively short time.
• By combining the practical experience with the theory, the theory acquired
has a greater depth, comparing it to only a classroom situation. (4)
[8]
• MEASURED DAY WORK:

• Simply a fixed rate of pay by the hour for a defined and agreed standard of
daily performance.
• PIECEWORK:
• Workers are paid a fixed amount for each item produced regardless of the
time taken to do the work.
• STANDARD TIME PLAN:

• Involves a fixed rate per piece in addition to an acceptable rate of
production as well.
• PROFIT SHARING:
• Dividends are paid on shares set aside or given to workers.
• BONUS SCHEMES:
• Given to act as incentive for increased effort and as reward for the extra
amount of work done.
• GROUP PIECEWORK/BONUS SCHEMES:

• Same as piecework except a team or group of workers is involved.
(Any 4 × 2) [8]

10.1 Condition
10.2 Condition
10.3 Act
10.4 Condition
10.5 Condition
10.6 Condition
10.7 Act
10.8 Act
(8 × 1) [8]
TOLERANCE:
• A statement of precision that establishes limits

• The product or the service must meet the specification (2)
RELIABILITY:
• Is the probability of a product performing a specific function under given conditions

for a specified time without failure. (2)
[4]
TOTAL: 100

MARKING GUIDELINE
APRIL EXAMINATION
10 APRIL 2013

QUESTION 1
1.1 True
1.2 False
1.3 True
1.4 True
1.5 True
1.6 False
1.7 False
1.8 True
1.9 False
1.10 True
1.11 False
1.12 True
1.13 False
1.14 True
1.15 True
1.16 True
1.17 True
1.18 False
1.19 False
1.20 True
(20 × 1) [20]

2.1 • Own immediate supervisor

• Subordinates
• Colleagues
• Specialists
• Trade union representatives (4)
2.2 • Planning
• Organising
• Staffing
• Activating/directing
• Controlling (4)
[8]
• influence of present choice

• positive action
• concurrent action
• planning stability
• coordinated planning
• integrated planning
• continuous planning
• resistance to change
• critical minority [8]
• define the objectives

• determine and define responsibility, authority and accountability
• motivate subordinates
• clarify performance standards
• use the doctrine of completed work
• provide training and retraining
• determine suitable controls [8]

QUESTION 5: LEADING
5.1 • Purposeful and effective planning depends on effective decision-making.

• Decisions are made by all people at all levels of society but we are
dealing here with decision-making to achieve the aims of the
organisation.
• A primary fact that determines the success of a leader is the timing and
quality of his/her decisions.
• Problem-solving and decision-making are so interrelated that they are
really part of the same process. Most decisions are made to solve
problems which require decisions to adopt solutions. In many ways
problem-solving is decision-making. (4)
5.2 • Know what you want to say.

• Know your audience.
• Gain favourable attention.
• Promote understanding.
• Ensure retention and reproduction.
• Encourage feedback.
• Emphasise application. (4)
5.3 5.3.1 maintenance

5.3.2 external
5.3.3 achievements
5.3.4 satisfiers (4)
[12]
Simple feedback
[8]

7.1 Disciplinary procedure (1)
7.2 • Ensure that all relevant persons are present or readily available.
• Ensure that the accused has been positively identified.
• Explain the procedure to the accused.
• Explain the rights of the accused to him/her and his/her representative.
• Ensure that the nature of the alleged offence and any written statements
describing the events of the offence are made known to those present.
• Hear evidence in an orderly manner.
• Ensure that the accused understands all the evidence as interpreted.
• Summarise evidence to ensure adequate comprehension by all
concerned.
• Allow the accused or his/her representative to ask questions of
clarification to any witness.
• Allow the accused should he/she wish to call his/her own witnesses or to
make a formal statement.
• Allow the employee's representative to introduce any evidence on behalf
of the employee.
• Give the opportunity at any point during the proceedings to the employee
and his/her representative to leave the enquiry to discuss the evidence
presented.
• If the accused admits guilt, hear any pleas of mitigation before closing the
enquiry. (Any 7 × 1) (7)
[8]
8.1 • Informal way

• Formal way (2)
8.2 • Low productivity

• High costs
• Poor material control
• Excessive scrap and waste
• Excessive grievences
• Excessive violation of rules of conduct, poor discipline
• High employee turnover
• Delayed production, schedules not met
• High accident rate
• Excessive overtime (Any 6 × 1) (6)
[8]

• To recruit people to the firm

0B
• Firms must be reasonably competitive in their rates to entice job applicants.

• To control payroll costs
• Supervisors are not allowed to pay employees above the job rate.
• To satisfy people: To reduce quitting, grievances, and friction over pay
• The salary must be fair and favouritism and discrimination should not play any part
in the allocation of money.
• To motivate people to superior performance
• Those who produce more should be paid more. [8]
10.1 10.1.1 98%
10.1.2 88%
10.1.3 10%
10.1.4 2% (4)
10.2 • Engineering revision

• Improvements to guarding, work environment and work processes and
procedures
• Education and training
• Proper job instruction techniques used to improve skills
• Training in safe work practices and procedures to change or re-inforce
attitudes
• General safety education
• Employment practices
• Selection of personnel to meet physical and mental demands
• Retrain those who are moved from one job to another
• Select and train personnel to perform new jobs
• Example setting
• Always set a good example for all to see by obeying safety rules
• Enthusiasm
• Leading in an enthusiastic way
• Acknowledging safety achievements
• Enforcement
• Discipline those who break safety rules (4)
[8]

• Sell the importance of quality to the workers

• From day one stress quality as well as output
• Emphasise that quality and quantity go hand in hand
• Be specific as to what kind of work is acceptable
• Explain reason behind product or service quality limitations
• Show them the little tricks of the trade [4]
TOTAL: 100

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Supervisory Management n4 2018 Combined

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T1690(E)(J27)T

27 July 2018 (X-Paper)

This question paper consists of 8 pages.

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DEPARTMENT OF HIGHER EDUCATION AND TRAINING

INSTRUCTIONS AND INFORMATION

1. Answer ALL the questions.

2. Read ALL the questions carefully.

4. Start each question on a NEW page.

5. Keep subsections of questions together.

6. Write neatly and legibly.

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QUESTION 1: INTRODUCTION TO SUPERVISION

Name FOUR characteristics of a natural leader. (4)

2.1 Decision making is regarded by many researchers as the most important

State what is involved in decision making by writing FOUR points of

2.2 Explain the difference between goals and objectives. (2 × 2) (4)

Explain the principle of continuous planning. (2)

3.1 Organisations create specific structures and frameworks, which make

Name FOUR major characteristics of a formal organisation. (4)

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4.1.1 What is a problem? (2)

4.1.2 How does a supervisor recognise a problem? (2)

4.1.3 What causes a problem? (1)

4.2.1 Communication begins with the …

4.2.2 The information is … over a channel.

4.2.3 Verbal … may be written or oral.

4.2.4 Non-verbal communication may be made by … expressions.

4.2.5 To accomplish improved communication, an effort should be

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4.3 Choose a description from COLUMN B that matches an item in COLUMN A.

4.3.3 Social needs B as long as needs upon which health

4.3.5 Self-realisation C this need is aimed at self-fulfilment, the

D these needs are also known as the

E the individual whose physical needs,

Name and describe THREE key (make-or-break) areas of control on which

6.2 Explain the purpose of orientation/induction training. (4)

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QUESTION 7: FINANCIAL COMPENSATION

Choose a description from COLUMN B that matches a word/term in COLUMN A. Write

7.7 Group pieceworker/ D an acceptable, fixed rate of production per piece

G holidays, vacations, personal business leave,

H social and recreational programs, such as

I in this system/plan workers are paid a fixed

J pension, life insurance

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QUESTION 9: LABOUR RELATIONS

9.1 State which of the following situations would be regarded as

9.1.1 The employee was unaware of the nature of his/her offence.

9.1.2 The sanction imposed on the employee is inconsistent with the

9.1.5 There is no clear reason for the dismissal of the employee.

9.2.1 When does a grievance arise? (3)

9.2.2 Who initiates a grievance procedure? (1)

9.2.3 What provision must be made in terms of grievances? (1)

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QUESTION 10: LOSS CONTROL AND INDUSTRIAL HOUSEKEEPING

10.1.2 Unsafe acts cause approximately … of all occupational accidents.

10.1.3 Unsafe conditions cause approximately … of all occupational

10.1.4 Acts of providence cause approximately … of all occupational

10.2 What does plant housekeeping mean? (2)

10.3 Why is plant housekeeping important and desirable? (4)

21 November 2017 (X-Paper)

This question paper consists of 9 pages.

Copyright reserved Please turn over