ADBM- QUESTION AND ANSWER REVISON
EXAMPLE
Note to students: this document serves as a form of reference and your own research, examples
and references should be used. If not, this constitutes a form of plagiarism and would be penalised
for verbatim use.
Remember to read your instructions very carefully and look at the key words as this
provides guidance. The green highlight or Yellow highlight is tailor made to the question.
I highlight key words as it gives students a sense of direction and is an indicator of focal
points in the question. I have highlighted important words
The mark scheme will give you an indication of how to answer the question.
Question one (20)
Note to student : notice the opening word of EVALUATE, and evaluation requires an explanation of
content and thereafter a positive or negative benefit, the question will always ask for positive or
negative. Always refer to the case study to know if your example is correct or not.
Evaluate the notable changes you have identified from normal work to Covid times in the FOUR (4)
factors of production in your selected organisation.
Natural Resources
These consists of all the gifts of nature. They include all mineral deposits, land, water, animal life, even the
sunshine. These are further divided to Renewable and Non-Renewable resources. Renewable resources
vegetation as more can be planted and more animals can be bred. Nevertheless, non-renewable resources are
exhaustible assets. There is so much land and gold reserves. There is no more that can be made to expand
them. Hence a big interest and shift for business activities to be carried out in a sustainable manner.
Eg. Natural resources have been in short supply after the recent even of covid, various businesses have
closed down due to this, thus causing a negative impact on the economy
Labour – Human Resource/Capital
For goods and services to be produced, business needs human effort to bring these to work. Even with the
promotion of Artificial Intelligence and the rise of robotics and automation, the world of business will always need
human beings to bring about production. Mohr and Associates (2015) define Labour as the exercise of human
mental and physical efforts in the production of goods and services. In South African perspective, we are battling
a situation of high unemployment, skills import and brain flights, and unemployed graduations showing a big
mismatch of skills that the general population possess than what business is looking for.
Capital
, Comprises all resources such as money, machinery, equipment, buildings and tools that are used to produce
other goods and services. It is all tangible goods that are used to produce goods and services. This capital is
provided by the owners of the business or banks through loans. Like all other goods, capital goods have a finite
life. With more advanced technologies, capital goods can become outdated quickly. For example, many years
ago many universities and schools invested in classrooms with transparencies projectors. The world moved
quickly to electronic projects, which are now also replaced, by varied ways of teaching tools such as smartboards
and moving of education to be presented in online platforms.
Entrepreneurship
Strydom (2015) defines an entrepreneur as a person who takes the risk of starting and operating a business. The
availability of natural resources, labour and capital alone does not ensure that goods and services will be
produced. They all need a driver and guide in the hands of an entrepreneur who will see a gap in the market and
plan all the factors of productions to produce. Therefore, the entrepreneur is the driving force behind production.
Entrepreneurs are the innovators who introduce new goods and services but they are also more than just
managers of the business but the risk taker on the ideas that they believe in.
Question two (20)
Note to student : notice how content is discussed first, thereafter an example is provided, this is
how you approach any type of question regarding management functions
Provide a basic definition of Planning, leading, organising and controlling (POLC) and show each
management function is positively implemented by senior managers in the organisation you have
selected.
PLANNING is the management function that determines where the organisation wants to be in future: in other
words, its vision, mission and goals. A car manufacturer may see its future in the manufacturing of eco-friendly
cars that are able to drive themselves. The manufacturer then has to identify ways (called ‘strategies’) in which it
can reach its mission and goals, and find the resource needed for this challenging task. The plan to manufacture
eco-friendly cars that drive themselves is called a strategic plan. Top management makes Strategic Plans. In
large organisations, such as Toyota, long-term plans of five to ten years mean that management could (and often
does), commit billions of Rands to achieve a certain future position. Strategic plans are translated into tactical
plans. Tactical Plans are made by functional managers (such as financial, human resources, research and
development, marketing, and operations managers) to support the organisation’s strategic plan. Tactical plans
are translated into operational plans. Operational Plans are made by lower management (often called ‘first-line’
or ‘supervisory management’) and these are shorter term plans which might have daily, weekly and monthly
schedules.
Eg. At lower level or supervisory level, planning is initiated or designated to MR Naidoo, he holds staff
meetings and enforces weekly plans, at middle management level, MR Dlamini enforces monthly plans
which a deadline driven and at upper management level, MRS Dunn has a yearly meeting with the board
of directors on the vision of the organisation. These are the three different plans spoken about in my
discussion above and is in use in my organisation. This positively benefits the organisation by keeping
EXAMPLE
Note to students: this document serves as a form of reference and your own research, examples
and references should be used. If not, this constitutes a form of plagiarism and would be penalised
for verbatim use.
Remember to read your instructions very carefully and look at the key words as this
provides guidance. The green highlight or Yellow highlight is tailor made to the question.
I highlight key words as it gives students a sense of direction and is an indicator of focal
points in the question. I have highlighted important words
The mark scheme will give you an indication of how to answer the question.
Question one (20)
Note to student : notice the opening word of EVALUATE, and evaluation requires an explanation of
content and thereafter a positive or negative benefit, the question will always ask for positive or
negative. Always refer to the case study to know if your example is correct or not.
Evaluate the notable changes you have identified from normal work to Covid times in the FOUR (4)
factors of production in your selected organisation.
Natural Resources
These consists of all the gifts of nature. They include all mineral deposits, land, water, animal life, even the
sunshine. These are further divided to Renewable and Non-Renewable resources. Renewable resources
vegetation as more can be planted and more animals can be bred. Nevertheless, non-renewable resources are
exhaustible assets. There is so much land and gold reserves. There is no more that can be made to expand
them. Hence a big interest and shift for business activities to be carried out in a sustainable manner.
Eg. Natural resources have been in short supply after the recent even of covid, various businesses have
closed down due to this, thus causing a negative impact on the economy
Labour – Human Resource/Capital
For goods and services to be produced, business needs human effort to bring these to work. Even with the
promotion of Artificial Intelligence and the rise of robotics and automation, the world of business will always need
human beings to bring about production. Mohr and Associates (2015) define Labour as the exercise of human
mental and physical efforts in the production of goods and services. In South African perspective, we are battling
a situation of high unemployment, skills import and brain flights, and unemployed graduations showing a big
mismatch of skills that the general population possess than what business is looking for.
Capital
, Comprises all resources such as money, machinery, equipment, buildings and tools that are used to produce
other goods and services. It is all tangible goods that are used to produce goods and services. This capital is
provided by the owners of the business or banks through loans. Like all other goods, capital goods have a finite
life. With more advanced technologies, capital goods can become outdated quickly. For example, many years
ago many universities and schools invested in classrooms with transparencies projectors. The world moved
quickly to electronic projects, which are now also replaced, by varied ways of teaching tools such as smartboards
and moving of education to be presented in online platforms.
Entrepreneurship
Strydom (2015) defines an entrepreneur as a person who takes the risk of starting and operating a business. The
availability of natural resources, labour and capital alone does not ensure that goods and services will be
produced. They all need a driver and guide in the hands of an entrepreneur who will see a gap in the market and
plan all the factors of productions to produce. Therefore, the entrepreneur is the driving force behind production.
Entrepreneurs are the innovators who introduce new goods and services but they are also more than just
managers of the business but the risk taker on the ideas that they believe in.
Question two (20)
Note to student : notice how content is discussed first, thereafter an example is provided, this is
how you approach any type of question regarding management functions
Provide a basic definition of Planning, leading, organising and controlling (POLC) and show each
management function is positively implemented by senior managers in the organisation you have
selected.
PLANNING is the management function that determines where the organisation wants to be in future: in other
words, its vision, mission and goals. A car manufacturer may see its future in the manufacturing of eco-friendly
cars that are able to drive themselves. The manufacturer then has to identify ways (called ‘strategies’) in which it
can reach its mission and goals, and find the resource needed for this challenging task. The plan to manufacture
eco-friendly cars that drive themselves is called a strategic plan. Top management makes Strategic Plans. In
large organisations, such as Toyota, long-term plans of five to ten years mean that management could (and often
does), commit billions of Rands to achieve a certain future position. Strategic plans are translated into tactical
plans. Tactical Plans are made by functional managers (such as financial, human resources, research and
development, marketing, and operations managers) to support the organisation’s strategic plan. Tactical plans
are translated into operational plans. Operational Plans are made by lower management (often called ‘first-line’
or ‘supervisory management’) and these are shorter term plans which might have daily, weekly and monthly
schedules.
Eg. At lower level or supervisory level, planning is initiated or designated to MR Naidoo, he holds staff
meetings and enforces weekly plans, at middle management level, MR Dlamini enforces monthly plans
which a deadline driven and at upper management level, MRS Dunn has a yearly meeting with the board
of directors on the vision of the organisation. These are the three different plans spoken about in my
discussion above and is in use in my organisation. This positively benefits the organisation by keeping
