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MNG3701 Exam Pack Questions and answers (WITH NOTES) 2022
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MNG3701 Exam Pack Questions and answers (WITH NOTES) 2022
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MNG3701 ExamPack Questions and
answers (WITH
NOTES) 2022
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Question 1
1.1 Use examples related to Investec to differentiate between middle management
level and low management level. (4 marks)
Middle-level managers
General managers, branch managers, and department managers are all examples of
middle-level managers. They are accountable to the top management for their
department’s function.
Middle-level managers devote more time to organizational and directional functions
than top-level managers. Their roles can be emphasized as:
Executing organizational plans in conformance with the company’s
policies and the objectives of the top management.
Defining and discussing information and policies from top management
to lower management; and most importantly
Inspiring and providing guidance to low-level managers towards better
performance.
Some of their functions are as follows:
Designing and implementing effective group and intergroup work and
information systems.
Defining and monitoring group-level performance indicators.
Diagnosing and resolving problems within and among work groups.
Designing and implementing reward systems supporting cooperative
behaviour.
Low-level managers
Supervisors, section leads, and foremen are examples of low-level management
titles. These managers focus on controlling and directing.
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Low-level managers usually have the responsibility of:
Assigning employees tasks.
Guiding and supervising employees on day-to-day activities.
Ensuring the quality and quantity of production.
Making recommendations and suggestions; and
Upchanneling employee problems.
1.2 a) Differentiate between a sustainable competitive advantage and a transient
competitive advantage. (2 marks)
Transient competitive advantage refers to the practice of taking up new strategic
initiatives based on short term or transient advantages. This is novel because the
norm has always been to build a business around something that is lasting and will
provide an enduring competitive advantage. A sustainable competitive advantage is
the practice of finding a profitable opportunity that can deliver an advantage that
competition cannot match for many years. This advantage can take the form of
differentiation, new business model, entry barriers, ownership of critical resources,
etc. anything that blocks competition for a long time.
b) ‘Investec has a sustainable competitive advantage’. Do you agree or disagree with
this statement? Justify your answer. (3 marks)
Yes, I do agree that Investec has a sustainable competitive advantage. Because of
the group's integration of its wealth business with private banking makes its offering
even more competitive. Also, because Investec has a private bank and a wealth
business in the UK, it has "an ecosystem" for high-end clients that is unmatched by
any local competitor.
1.3 Use examples related to Investec to explain the activities that take place during
the strategic planning phase. (6 marks)
Strategic planning involves making decisions about the organisation's long-term
goals and strategies. Strategic planning becomes an ongoing activity in which all
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managers are encouraged to think strategically and focus on long-term, externally
oriented issues as well as short-term tactical and operational issues. Strategic
planning or strategy formulation specifies the strategies that need to be implemented
for the achievement of an organisation's long-term objectives. It is the first phase of
an integrated strategic management process, based on the concepts of strategic
thinking and strategy, and comprises the following three main decision stages
(1) deciding on the future of the organisation
This decision stage essentially means setting strategic direction for an organisation
and deciding on its future by formulating its vision, mission, strategic intent, and long-
term objectives. In the case study: The Investec distinction is embodied in our
entrepreneurial culture, supported by a strong risk management discipline, client-
centric approach and an ability to be nimble, flexible and innovative. We do not seek
to be all things to all people. Our aim is to build well-defined, value-adding
businesses focused on serving the needs of select market niches where we can
compete effectively and build scale and relevance.
(2) analysing the organisation's external and internal environments
Analysing the external environment. Since external environmental forces and events
impact on industries and hence the organisations in those industries, analysis of the
external environment is imperative. The main purpose of this analysis is to identify
opportunities and threats for the organisation in both the global business
environment as well as in the organisation's macroenvironment and industry and
market environments. In the case study: The group is subject to inherent risks arising
from general macro-economic and geopolitical conditions in the countries in which it
operates, including the UK and South Africa, as well as global economic and
geopolitical conditions
Analysing the internal environment. An effective strategy requires the optimal
deployment of an organisation's resources, capabilities, and competencies to serve
market needs better than one’s competitors do. The purpose of internal analysis is to
identify an organisation's internal competitive strengths and weaknesses since
organisational strengths invariably translate into an organisation's competitive
advantage.
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