Business Studies

 

MODULE NAME: MODULE CODE:
BUSINESS MANAGEMENT 1B BMNG5112
BUSINESS MANAGEMENT 1B BMNG5112d
BUSINESS MANAGEMENT 1B BMNG5112e
BUSINESS MANAGEMENT 1B BMNG5112f
BUSINESS MANAGEMENT 1B BMNG5112p
BUSINESS MANAGEMENT 1B BMNG5112w

 

ASSESSMENT TYPE: ASSIGNMENT 1 (PAPER ONLY)
TOTAL MARK ALLOCATION: 100 MARKS
TOTAL HOURS: 10 HOURS
INSTRUCTIONS:
1. No material may be copied from original sources, even if referenced correctly, unless it is a
direct quote indicated with quotation marks. No more than 10% of the assignment may
consist of direct quotes.
2. Any assignment with a similarity index of more than 25% will be scrutinized for plagiarism.
3. Make a copy of your assignment before handing it in.
4. Assignments must be typed unless otherwise specified.
5. All work must be adequately and correctly referenced.
6. Begin each section on a new page.
7. Follow all instructions on the assignment cover sheet.
8. This is an individual assignment


Referencing Rubric _______
Providing evidence based on valid and referenced academic sources is a fundamental educational
principle and the cornerstone of high quality academic work. Hence, The IIE considers it essential to
develop the referencing skills of our students in our commitment to achieve high academic standards.
Poor quality formatting in your referencing will result in a penalty of a maximum of five (5) marks
against the percentage mark awarded, according to the following guidelines. Please note, however, that
evidence of plagiarism in the form of copied or uncited work (not referenced), absent reference lists,
or exceptionally poor referencing, may result in action being taken in accordance with The IIE’s
Intellectual Integrity Policy (0023)
.

Required Subtract 1 Subtract 2 Subtract 3 Subtract 4 Subtract 5
Consistent in
text
referencing
style
Quotation
marks, page
numbers,
years, etc.
applied
correctly
Only one or
two minor
mistakes in
style made
All sources are
accurately
reflected and
included in a
reference list
Consistent in
text referencing
style
Quotation
marks, page
numbers, years,
etc. applied
correctly
Fewer than five
minor mistakes
made
More than 90%
of the sources
are correctly
reflected and
included in a
reference list
Consistent in
text
referencing
style
Quotation
marks, page
numbers,
years, etc. not
always applied
correctly
Not all
paraphrased
content
referenced
At least 80% of
the sources
are correctly
reflected and
included in a
reference list
Consistent
in-text
referencing
style
Quotation
marks used
for direct
quotes but
page
numbers
missing
At least 70%
of the
sources are
correctly
reflected
and included
in a
reference list
In-text
referencing
used but
inconsistent
Paraphrased
material cited
but not
referenced
accurately or
consistently in
text
Quotation
marks and/or
page numbers
for direct
quotes missing
At least 60% of
the sources
are correctly
reflected and
included in
reference list
Poor and
inconsistent
referencing
style used
At least 50%
of the
sources are
correctly
reflected and
included in
reference list
Quotation
marks and/or
page
numbers for
direct quotes
missing
May be
referred for
action in
accordance
with
IIE 0023
Intellectual
Integrity
Policy

 

Coca-Cola South Africa: We Would Like to Tell You a Little Story
Welcome to Coca-Cola South Africa, the company that does the most for community upliftment and is the
home of South Africa’s favourite brand
. It is the mission of The-Coca-Cola Company to refresh the world,
inspire moments of optimism and happiness, create value and make a difference.
South Africa is the largest Coca-Cola market in Africa and consistently ranks among the best performing
countries in the world of Coca-Cola. This impressive position is made possible by the hard work and
commitment of our four (4) bottlers, our canning operation, as well as our employees, whose main vision is to
benefit and refresh the people of South Africa.
We are proud to be a business unit of the Coca-Cola Eurasia and Africa Group, which is headquartered in
Istanbul, Turkey. The-Coca-Cola Company has operations in more than 200 countries around the world and
serves its beverages at a rate of 1.8 billion every day.
Working together with our bottling partners, we work to consistently deliver value to our customers –
the grocers, retailers, vendors, spazas and tuck shop owners – across South Africa. The-Coca-Cola
Company owns the brands, and our bottling partners produce, package, distribute and merchandise
our products worldwide.
In South Africa, The Coca-Cola System (our Company and bottling partners) employs
approximately 9 000 employees and has 15 facilities.
(Source: Coca-Cola South Africa. 2015.
We’d like to tell you a little story. [Online]. Available at:
http://www.coca-cola.co.za/ourCompany.html [Accessed 9 November 2016].)
Workplace Overview
Respecting human rights and protecting workplace rights is fundamental to our culture and imperative for a
sustainable business.

 

Human and Workplace Rights
An essential ingredient in every one (1) of our products is our profound commitment to human rights and
workplace rights. Respecting human rights and protecting workplace rights is fundamental to our culture and
imperative for a sustainable business. In our company and across our system, we are working to make sure all
people are treated with dignity and respect.
Workplace Safety
Every worker has a fundamental right to a safe and healthy workplace. Providing a safe and healthy working
environment for all of our people is a core element of our Workplace Rights Policy and fundamental to the
success of our business.
Suppliers
Our suppliers and business partners help us refresh the world and are vital to our success. We assess their
adherence to our Supplier Guiding Principles, which emphasise the importance of responsible workplace
policies and practices that comply, at a minimum, with applicable local labour laws, environmental laws and
regulations.
(Source: Coca-Cola Journey. 2015.
Workplace overview. [Online]. Available at: http://www.coca
colacompany.com/our-company/workplace-overview/
[Accessed 9 November 2016].)
Employee Engagement
Each associate brings his or her unique talents and ideas to work every day to help the Coca-Cola system
achieve the goals outlined in our 2020 Vision. Associates also represent Coca-Cola in their communities and are
ambassadors of our brands to the world. Ensuring our associates are happy, healthy and treated fairly and with
respect is at the core of our business philosophy and success. We strive to create open work environments as
diverse as the markets we serve, where people are inspired to create superior results. We also aim to create
environments where people are fully engaged and where the company is viewed both internally and externally
as an employer of choice.
Encouraging Open Communication:
To encourage a work environment of open communication and to effectively solicit and leverage innovative
ideas, we engage in frequent dialogue with our associates around the world. Such dialogue provides us with
valuable information, increases awareness, promotes business strategies, shares successes and opportunities,
and solicits employee opinions.

 

For example, global associates and bottling partners have contributed ideas to major initiatives, such as, our
2008 Beijing Summer Olympic Games activation. And, employee input was a key ingredient to our company’s
Mission, Vision & Values. Another example of our regular dialogue with our associates is our global Employee
Insights Survey. In 2010, the results of our global Employee Insights Survey showed improvement across almost
all survey categories, including an 84% associate engagement score – a 2 point increase over 2008.
Rewarding and Developing Employees:
Our compensation and benefits packages are among the best in the world, benchmarked against other global,
high-performing employers. We also offer a variety of developmental opportunities for our associates,
including Coca-Cola University, a learning program for high performers. Using the Peak Performance System,
our performance management and development system, in tandem with more than 100 global people
development forums, associates and their managers regularly discuss development, movement and succession
plans around the world.
(Source: Coca-Cola Journey. 2016.
Employee engagement. [Online]. Available at: http://www.coca
colacompany.com/our-company/employee-engagement/
[Accessed 9 November 2016].)
Why Work at the Coca-Cola Company
There is something special about The Coca-Cola Company. There is a sense of pride that comes from building
brands people love and making the most of ourselves as a company and as individuals.
In one way, you have known us all your life. Perhaps you even think of Coca-Cola® as an old friend. But old
friends can grow in new and exciting ways. Surely you have. And so have we.
We are on a new journey of growth, building on our most formidable assets: our brands, our financial strength,
our global reach, our unrivalled distribution system and the strong commitment of our management and
employees worldwide.
Our journey focuses on leveraging these strengths to become a truly sustainable growth company and,
ultimately, one (1) of the most respected companies in the world.
The time is now.
What do we offer
The Coca-Cola Company’s extraordinary heritage, our leading brands and the global scale of what we do;
The challenge of meaningful work – our unique global system offers constant opportunities to develop
world-class skills and a truly international career;
A unique culture where people convert their passion into action;
The kind of competitive compensation you would expect from a world leader.
What do we expect from you
The ability to contribute, to make a difference and have a tangible impact – turning your passion into
action;
Creative and fresh thinking in your work and your life, regardless of your role;
A spirit of collaboration – you thrive when you work with a diverse range of people with different views,
perspectives and priorities;
A pragmatic and commercial mind-set that understands the challenge of sustainability.
Rewarding environment: Benefits and rewards
Total Rewards is more than just pay and benefits. It is about the total value of working at The Coca-Cola
Company. That includes programs focused on the complete package of pay, benefits, learning and work
environment. Our benefits — coupled with our compensation programs and the opportunities to build a career
through the experiences the company offers — deliver competitive rewards that continue to differentiate us in
the market.
To ensure that our programs are competitive, the company regularly benchmarks our programs against those
of other leading companies in countries where we operate. We regularly evaluate and, as needed, update our
rewards programs to ensure they are aligned to drive the expected business results that are focused on
creating sustainable long-term growth.
The most common elements of our Total Rewards programs are:
Base salary;
Annual incentives;
Long-term incentives;
Benefits: Our total benefits package is highly regarded and is designed to meet employees’ basic and life
changing benefits needs. As market dynamics evolve, the company regularly assesses our benefits
programs to ensure employees receive those benefits they value and are provided with diverse options
that address the issues of individuals and families and promote healthy lifestyles.
We are committed to extending education and development programs to associates at all levels of the
organisation. These include:
Peak Performance, our on-going individual performance management process and rewards;
Coca-Cola University (CCU), our virtual global university representing a one-stop shop for all learning and
capability building activities across The Coca-Cola Company;
Assessment and Development Forums;
Functional Development to enhance and build job knowledge, skills, and competencies within a
department or functional area;
Short-term Assignments to expose associates to work that is different from what they do on a daily
basis. This could be a short-term assignment in another country or market or a project-based assignment
in an associate’s home country.
Growing from Within
We have a strong tradition of growing people who have demonstrated the ability to deliver excellent results in
different ways. The success of The Coca-Cola Company depends on every employee in the organisation.
Ultimately in our business, it is people who make the magic happen – with consumers, customers, our bottling
partners, and the communities in which we work.
(Source: Coca-Cola Journey. 2016.
Why work at the Coca-Cola Company. [Online]. Available at:
http://www.coca-colacompany.com/careers/why-work-at-the-coca-cola-company/ [Accessed 9 November
2016].)
Question 1 (Marks: 50)
Read the case study below and answer the following questions.
Q.1.1 The operations function is primarily concerned with converting inputs into outputs. This
process is called the transformation process. Describe the inputs, transformation process and
outputs for a bottle of coca cola.
Note: You will need to do some additional research and reading to have an accurate answer.
(10)
Q.1.2 Manufacturers and service providers use different process types, depending on the type of
product being produced.
Q.1.2.1 What process type does Coca-Cola use? Justify your answer. (4)
Q.1.2.2 Which layout type does Coca-Cola use? Justify your answer. (3)
Q.1.3 Coca-Cola takes quality very seriously in their company. Discuss why quality control measures,
such as, The Coca-Cola Operating Requirements (KORE), is so important to an international
company, such as, Coca-Cola.
(5)
Q.1.4 Coca-Cola was rated one (1) of the top 10 employers in South Africa for 2015. Using the
information in the case study, explain how Coca-Cola applied Maslow’s hierarchy of needs and
Herzberg’s two-way factor theory in the work place.
(15)
Q.1.5 Access the following page:
Coca-Cola South Africa. 2016.
The company brands. [Online]. Available at: http://coca
cola.co.za/ourBrands.html
[Accessed 9 November 2016].
Look at the brands and products offered by Coca-Cola South Africa. It is clear from the variety
of brands that Coca-Cola segments their market. Explain which criteria you think Coca-Cola
used to segment their market. Justify your answer.
Note: There may be more than one (1) criterion.
(8)
Q.1.6 In the distribution of products, either the retailer or the manufacturer will act as a channel
captain within the distribution channel. Would Coca-Cola, as a manufacturer, be considered a
channel captain? Justify your answer.
(5)

 

Question 2 (Marks: 35)
The Labour Relations Act is an essential law in South Africa as it ensures fair labour practices and also
contributes to organisational success. Read the article referenced below and answer the question that follows.
Fin24. 2014.
Unemployment because of SA labour laws – Naesa. [Online]. Available at:
http://www.fin24.com/Economy/Labour/News/Unemployment-because-of-SA-labour-laws-Neasa-20140820
[Accessed 16 May 2016].
“Whilst we agree that the current labour legislation is not a direct or the only driver of the violent strikes, one
should not shy away from admitting that South Africa’s labour laws play a huge role in exacerbating
unemployment, poverty and inequality,” Neasa CEO, Gerhard Papenfus, said.
This is a statement made by the author of the article above. The South African labour law has many benefits,
but, as stated in the article, there are some disadvantages as well.
Discuss the advantages and disadvantages of the South African labour law for employees and the economy.
Include the following in your essay:
A discussion of the Labour Relations Act: What it is and its purpose;
Reasons why labour law is necessary for businesses and employees (advantages, these are to be
discussed and analysed);
Possible disadvantages of the South African labour law (discussed and analysed).
Sources of information:
To write the above essay you will need to read widely beyond your module textbook. Additional, appropriate
academic literature can and should be consulted. Please note that references to general websites, such as,
Wikipedia should be avoided. Sources such as newspapers and magazines can be used but their content is not
always accurate and reliable. It is thus suggested that academic journals and respected trade magazines be
used.
Writing style:
In addition to following the formatting guidelines, your essay should be written in an academic tone. The
introduction should introduce and set out the main topic to be evaluated, it thus sets the scene. The body
should be a sequence of logical paragraphs. Headings can be used in the body, but are not required. Finally,
your conclusion should summarise and draw conclusions from what you have discussed. No new information
should be presented in your conclusion. In general, avoid long-winded sentences. Rather use short and focused
sentences to make your points. Avoid using words that you do not fully understand. Clear and simple writing is
preferred to complicated expressions. Finally, ensure your in-text referencing and bibliography is correct.
Mark allocation:
You will be assessed according to the categories below. The question asks you to evaluate, therefore you will
need to assess the three bullets provide above accordingly. Be sure to stay within the word limit of 900 words.

Criteria Points for Consideration Mark
Allocation
Content of answer All main themes are covered;
Relevant theory is included;
Thorough investigation of the Labour Relations Act;
Evaluation of the advantages and disadvantages of the
Labour Relations Act;
Critical thinking and analysis on the Labour Relations Act.
/25
Structure of answer and
clarity of writing
Focused introduction and conclusion;
Logical and coherent flow through paragraphs;
Clear meaning of sentences.
/10
TOTAL /35
Question 3 (Marks: 15)
A new conference venue, Sustained Conference Venue, has opened up in the wine lands of Cape Town. The
venue wants to cater for businesses and provide a unique experience away from the city and the office. They
cater for business conferences with accommodation for out-of-towners or those wanting a night away; team
building experiences; and employee training.
Consider the various elements of marketing communication. Develop a
marketing communication plan for the
introduction of the venue to the market.

END OF PAPER

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