BMAN111

ASSIGNMENT
KUSHUMANE K. A 46078932
MOTLHOKI K 47410396

2/4/2024
QUESTION 1

MICRO-ENVIRONMENT - the business inside the business that consists of different

functions and the way they are managed.
Example: A recent evaluation highlighted areas for improvement, such as the bakery
operations in the SPAR store in one of the rural towns in the Free State.
MARKET ENVIRONMENT – is the environment immediately outside the business,
where business gets resources from and trade its products.
Example: SPAR operates in a highly dynamic retail environment, characterized by
intense competition, changing consumer preferences, and regulatory challenges.
MACRO ENVIRONMENT – includes all the factors that affect the business including the
natural, political, economic, social, technological, legal, environmental, and international
factors.
Example: The company is exploring ways to enhance its supply chain sustainability,
including reverse logistics practices for recycling packaging and unsold goods.

QUESTION 2

Inputs are all the things that are brought together in an organization. The inputs are then
processed by carrying out the different management functions, with the end result being
outputs in the form of goods or services.
 INPUTS
Example: Facilitates a wide range of products, from fresh produce and meats to baked
goods, addressing diverse consumer needs.

 PROCESSES
Example: Adopting new technologies, bakery operations, community engagement
programs.

 OUTPUTS
Example: SUPERSPAR, SPAR, KWIKSPAR and operational excellence.
QUESTION 3

Spar is a franchise business- it was granted a sub-license to operate under various

formats.
QUESTION 4

Angelo Swartz is a CEO which means he is part of the top-level management at SPAR.
•Angelo Swartz needs the following key essential skills.
  STRATEGIC THINKING AND VISION
 INNOVATION AND ADAPTABILITY
•He needs the above-mentioned skills because paragraph 4 says “under Angelo
Swartz’s leadership, SPAR is focusing on strategic initiatives aimed at digital
transformation, enhancing customer shopping experience and expanding its market
presence”.
•This is supported by the administrative management theory.

QUESTION 5
Focus on people and processes.

• This strategy is influenced by the scientific management theory, which will help Angelo
Swartz and his team to achieve a better rate of customer service consistency and help with
the integration of sustainable practices by matching workers skills to tasks.

Continuous improvement.

•Administrative management theory backs this strategy because it focuses on every

operation having a manager to delegate tasks and monitor employees. This can help SPAR
with its inventory management problems by using these 4 principles: planning, controlling,
coordinating, and organizing.

QUESTION 6
Road Transportation
• This mode of transport provides flexibility and timely delivery, which allows SPAR to
distribute their goods without anytime and anywhere in the country efficiently.
QUESTION 7
SPAR should focus more on returns management as part of its reverse logistics because
returned goods can be a valuable source of information about the operations of the
organization. The potential benefit is that SPAR will be able to manage their inventory and
work to achieve customer satisfaction. The downside is this operation is costly in the short
run, but it can help SPAR fix their problems which will result in greater returns in the long
run.
 REFERENCES

Reference 1

Needle, D. (2004). Business in context: An introduction to business and its environment. 4th ed.
London: Thompson.

Reference 2

Fitzroy, P., & Hulbert, J. (2005). Strategic management: Creating value in turbulent times.
London: John Wiley & Sons.

Reference 3

Duncan, J. E. (1949). General principles of management. Pitman. (pp. 19-24)

Reference 4
Sujan, M. (2023, July 22). Administrative theory explained, THE BUSINESS PROFESSOR.
https://thebusinessprofessor.com/management-leadership-organizational-behavior/
administrative-theory-of-management
Reference 5

Taylor, F. W. (1911). The principles of scientific management. Harper & Brothers. (pp. 47-48)