Grade 12
BUSINESS STUDIES
General Management
- Robert Shabalala
Learners should be able to:
Assess entrepreneurial qualities and identify its success factors by recapping grade 11:
• differentiating between intrapreneurship and entrepreneurship
• differentiating between leadership and management
• identifying and reflecting on management, leadership and entrepreneurial qualities and
personal attitudes in terms of similarities and differences
Identify and apply/evaluate management tasks and competencies
• Management Tasks – Planning, Organising, Leading, Control, Co-ordinating, Communication,
Delegation, Discipline, Motivation and Decision-making
• Management Competencies – Organisational awareness, Global Awareness, Analysis,
Strategic Action, Teamwork, Empowerment & talent development, Initiative, Judgement,
Customer service orientation and Negotiation
Evaluate the effectiveness of different management and leadership styles in different situations:
• Autocratic style
• Democratic style
• Laissez-faire style
• Transactional style
• Transformational style
• Situational style
General Management Part 1: Leadership, General Management Part 2:
Management & Entrepreneurship Management Tasks
Scan us for a video presentation of this chapter!
,Table of Contents
General Management ........................................................................................................................................................................... 3
Difference Between an Entrepreneur and an Intrapreneur ....................................................................................................................... 3
What is an Ultrapreneur? .......................................................................................................................................................................... 3
Leadership vs. Management ...................................................................................................................................................................... 4
Management Tasks and Competencies with Industry-Specific Examples ............................................................................................... 8
1. Planning: ........................................................................................................................................................................................ 8
2. Organising: ..................................................................................................................................................................................... 9
3. Leading: ........................................................................................................................................................................................ 10
4. Control: ........................................................................................................................................................................................ 10
5. Coordinating: ............................................................................................................................................................................... 11
6. Communication:........................................................................................................................................................................... 12
7. Delegation: ................................................................................................................................................................................... 13
8. Discipline: ..................................................................................................................................................................................... 14
9. Motivation: .................................................................................................................................................................................. 15
10. Decision-Making: ......................................................................................................................................................................... 16
Describe the purpose / importance of a business ORGANISATIONAL STRUCTURE with specific reference to an ORGANOGRAM......... 18
Organisational culture ............................................................................................................................................................................. 26
Management Competencies with Industry-Specific Examples ............................................................................................................. 27
1. Organisational Awareness ........................................................................................................................................................... 27
2. Global Awareness ........................................................................................................................................................................ 27
3. Analysis ........................................................................................................................................................................................ 28
4. Strategic Action ............................................................................................................................................................................ 28
5. Teamwork .................................................................................................................................................................................... 29
6. Empowerment & Talent Development ........................................................................................................................................ 29
7. Initiative ....................................................................................................................................................................................... 30
8. Judgement ................................................................................................................................................................................... 30
9. Customer Service Orientation ...................................................................................................................................................... 30
10. Negotiation .................................................................................................................................................................................. 31
Integration of Competencies in Real-World Scenarios ............................................................................................................................ 31
Management Styles ............................................................................................................................................................................ 33
1. Autocratic Style ............................................................................................................................................................................ 33
2. Democratic Style .......................................................................................................................................................................... 34
3. Laissez-Faire Style ........................................................................................................................................................................ 35
4. Transactional Style ....................................................................................................................................................................... 36
5. Transformational Style ................................................................................................................................................................. 37
6. Situational Style ........................................................................................................................................................................... 38
Comparison of Styles: .............................................................................................................................................................................. 39
,General Management
Difference Between an Entrepreneur and an Intrapreneur
1. Entrepreneur
• Starts their own business.
• Takes personal risks to turn opportunities into profits.
• Makes all key decisions, from product development to marketing.
• Faces both high rewards and potential losses.
• Example: Elon Musk – He saw opportunities in electric vehicles (Tesla) and space
exploration (SpaceX), took risks, and built successful companies.
2. Intrapreneur
• Innovates within an existing company.
• The company takes the financial risk, not the individual.
• Has access to company resources but works within corporate rules.
Example: 3M's Post-it Note Creator – Discovered a weak adhesive and turned it into a
successful product while working for 3M.
Key Difference
• Entrepreneurs build and own businesses.
• Intrapreneurs create new ideas within a business.
What is an Ultrapreneur?
An ultrapreneur is an entrepreneur who goes beyond traditional business success by
disrupting industries, scaling businesses rapidly, and creating transformative change. They
use cutting-edge technology, bold strategies, and global thinking to redefine industries.
Key Traits of an Ultrapreneur:
• Extreme innovation and ambition.
• Ability to disrupt entire industries.
• Leverages technology and unconventional strategies.
• Focuses on long-term, global impact.
Page 3 of 45
, Examples of Ultrapreneurs in Action
Fashion Retail Sector: Shein (Chris Xu)
• How? Uses AI and real-time data to predict fashion trends.
• What Makes It Unique? A fast, efficient supply chain that delivers trendy, affordable
clothing at an unprecedented speed.
• Impact: Shein has revolutionised fast fashion but also sparked debates on
sustainability and ethics.
2. Service Station Sector: Tesla Superchargers (Elon Musk)
• How? Built a global network of electric vehicle (EV) charging stations, often powered
by solar energy.
• What Makes It Unique? Aligns with Musk’s mission of promoting sustainable energy.
• Impact: Disrupted the traditional fuel station model, forcing competitors to adapt to
EV trends.
3. General Retail Sector: Amazon (Jeff Bezos)
• How? Started as an online bookstore but expanded into a global e-commerce leader.
• What Makes It Unique? Innovations like one-click purchasing, Prime membership,
AI-driven recommendations, and Amazon Web Services (AWS).
• Impact: Redefined retail, logistics, cloud computing, and entertainment, setting new
industry standards.
Key Takeaways
• Ultrapreneurs don’t just follow trends—they create them.
• They leverage technology and bold strategies to disrupt industries.
• Their success forces competitors to evolve and rethink their business models.
Leadership vs. Management
Leadership and management are both essential for an organisation’s success, but they serve
different roles and require different skills. (see page 67)
Leadership
• Inspires, influences and guides people toward a shared vision.
• Focuses on vision, motivation, and innovation.
Page 4 of 45
BUSINESS STUDIES
General Management
- Robert Shabalala
Learners should be able to:
Assess entrepreneurial qualities and identify its success factors by recapping grade 11:
• differentiating between intrapreneurship and entrepreneurship
• differentiating between leadership and management
• identifying and reflecting on management, leadership and entrepreneurial qualities and
personal attitudes in terms of similarities and differences
Identify and apply/evaluate management tasks and competencies
• Management Tasks – Planning, Organising, Leading, Control, Co-ordinating, Communication,
Delegation, Discipline, Motivation and Decision-making
• Management Competencies – Organisational awareness, Global Awareness, Analysis,
Strategic Action, Teamwork, Empowerment & talent development, Initiative, Judgement,
Customer service orientation and Negotiation
Evaluate the effectiveness of different management and leadership styles in different situations:
• Autocratic style
• Democratic style
• Laissez-faire style
• Transactional style
• Transformational style
• Situational style
General Management Part 1: Leadership, General Management Part 2:
Management & Entrepreneurship Management Tasks
Scan us for a video presentation of this chapter!
,Table of Contents
General Management ........................................................................................................................................................................... 3
Difference Between an Entrepreneur and an Intrapreneur ....................................................................................................................... 3
What is an Ultrapreneur? .......................................................................................................................................................................... 3
Leadership vs. Management ...................................................................................................................................................................... 4
Management Tasks and Competencies with Industry-Specific Examples ............................................................................................... 8
1. Planning: ........................................................................................................................................................................................ 8
2. Organising: ..................................................................................................................................................................................... 9
3. Leading: ........................................................................................................................................................................................ 10
4. Control: ........................................................................................................................................................................................ 10
5. Coordinating: ............................................................................................................................................................................... 11
6. Communication:........................................................................................................................................................................... 12
7. Delegation: ................................................................................................................................................................................... 13
8. Discipline: ..................................................................................................................................................................................... 14
9. Motivation: .................................................................................................................................................................................. 15
10. Decision-Making: ......................................................................................................................................................................... 16
Describe the purpose / importance of a business ORGANISATIONAL STRUCTURE with specific reference to an ORGANOGRAM......... 18
Organisational culture ............................................................................................................................................................................. 26
Management Competencies with Industry-Specific Examples ............................................................................................................. 27
1. Organisational Awareness ........................................................................................................................................................... 27
2. Global Awareness ........................................................................................................................................................................ 27
3. Analysis ........................................................................................................................................................................................ 28
4. Strategic Action ............................................................................................................................................................................ 28
5. Teamwork .................................................................................................................................................................................... 29
6. Empowerment & Talent Development ........................................................................................................................................ 29
7. Initiative ....................................................................................................................................................................................... 30
8. Judgement ................................................................................................................................................................................... 30
9. Customer Service Orientation ...................................................................................................................................................... 30
10. Negotiation .................................................................................................................................................................................. 31
Integration of Competencies in Real-World Scenarios ............................................................................................................................ 31
Management Styles ............................................................................................................................................................................ 33
1. Autocratic Style ............................................................................................................................................................................ 33
2. Democratic Style .......................................................................................................................................................................... 34
3. Laissez-Faire Style ........................................................................................................................................................................ 35
4. Transactional Style ....................................................................................................................................................................... 36
5. Transformational Style ................................................................................................................................................................. 37
6. Situational Style ........................................................................................................................................................................... 38
Comparison of Styles: .............................................................................................................................................................................. 39
,General Management
Difference Between an Entrepreneur and an Intrapreneur
1. Entrepreneur
• Starts their own business.
• Takes personal risks to turn opportunities into profits.
• Makes all key decisions, from product development to marketing.
• Faces both high rewards and potential losses.
• Example: Elon Musk – He saw opportunities in electric vehicles (Tesla) and space
exploration (SpaceX), took risks, and built successful companies.
2. Intrapreneur
• Innovates within an existing company.
• The company takes the financial risk, not the individual.
• Has access to company resources but works within corporate rules.
Example: 3M's Post-it Note Creator – Discovered a weak adhesive and turned it into a
successful product while working for 3M.
Key Difference
• Entrepreneurs build and own businesses.
• Intrapreneurs create new ideas within a business.
What is an Ultrapreneur?
An ultrapreneur is an entrepreneur who goes beyond traditional business success by
disrupting industries, scaling businesses rapidly, and creating transformative change. They
use cutting-edge technology, bold strategies, and global thinking to redefine industries.
Key Traits of an Ultrapreneur:
• Extreme innovation and ambition.
• Ability to disrupt entire industries.
• Leverages technology and unconventional strategies.
• Focuses on long-term, global impact.
Page 3 of 45
, Examples of Ultrapreneurs in Action
Fashion Retail Sector: Shein (Chris Xu)
• How? Uses AI and real-time data to predict fashion trends.
• What Makes It Unique? A fast, efficient supply chain that delivers trendy, affordable
clothing at an unprecedented speed.
• Impact: Shein has revolutionised fast fashion but also sparked debates on
sustainability and ethics.
2. Service Station Sector: Tesla Superchargers (Elon Musk)
• How? Built a global network of electric vehicle (EV) charging stations, often powered
by solar energy.
• What Makes It Unique? Aligns with Musk’s mission of promoting sustainable energy.
• Impact: Disrupted the traditional fuel station model, forcing competitors to adapt to
EV trends.
3. General Retail Sector: Amazon (Jeff Bezos)
• How? Started as an online bookstore but expanded into a global e-commerce leader.
• What Makes It Unique? Innovations like one-click purchasing, Prime membership,
AI-driven recommendations, and Amazon Web Services (AWS).
• Impact: Redefined retail, logistics, cloud computing, and entertainment, setting new
industry standards.
Key Takeaways
• Ultrapreneurs don’t just follow trends—they create them.
• They leverage technology and bold strategies to disrupt industries.
• Their success forces competitors to evolve and rethink their business models.
Leadership vs. Management
Leadership and management are both essential for an organisation’s success, but they serve
different roles and require different skills. (see page 67)
Leadership
• Inspires, influences and guides people toward a shared vision.
• Focuses on vision, motivation, and innovation.
Page 4 of 45
