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T1600(E)(A1)TAPRIL EXAMINATIONNATIONAL CERTIFICATESUPERVISORY MANAGEMENT N4(4110504)1 April 2016 (X-Paper)9:00–12:00Calculators may not be used.This question paper consists of 8 pages.Copyright reservedPlease turn over

(4110504)-2-T1600(E)(A1)TDEPARTMENT OF HIGHER EDUCATION AND TRAININGREPUBLIC OF SOUTH AFRICANATIONAL CERTIFICATESUPERVISORY MANAGEMENT N4TIME: 3 HOURSMARKS: 100INSTRUCTIONS AND INFORMATION1.Answer ALL the questions.2.Read ALL the questions carefully.3.Number the answers according to the numbering system used in this questionpaper.4.Start each question on a NEW page.5.Keep subsections of questions together.6.Write neatly and legibly.Copyright reservedPlease turn over

(4110504)-3-T1600(E)(A1)TQUESTION 1: INTRODUCTION TO SUPERVISION1.1Mental and physical effort is used to convert natural resources and materialsto real wealth with the aid of tools and machines.Technical work is applied directly to those resources.Draw a chart/diagram which illustrates the way in which most supervisorstypically manage their time.1.21.2.11.2.2(5)What type of leader would distinguish between decisions that hemust make himself, and aspects over which his subordinates canmake decisions and who also creates a climate in which delegation ispurposefully applied in order to get the work done?State FOUR other types of characteristics the leader inQUESTION 1.2.1 would typically display?(1)(4)[10]QUESTION 2: PLANNING2.1Complete the following sentences by filling in the missing word(s). Write onlythe word(s) next to the question number (2.1.1–2.1.6) in the ANSWER BOOK.Plans and programmes are what you intend to do in the future. Before youcan develop plans, however, you must set (2.1.1) These targets (end results) are called goals or objectives.Plans are what come out of the (2.1.2) process.Procedures are standardised (2.1.3) prescribed by management, forproper and consistent forms, sequence and channels to be followed.Policies are, in effect, master plans that have been derived from (2.1.4) objectives.Strategies are the determination of the basic long-term goals and objectivesof an (2.1.5) , the adoption of courses (or general programmes) of actionand the allocation of resources necessary to carry out these goals.Regulations are special (2.1.6) limits or controls within which employeesare free to do the job their own way.2.2Decision making is regarded by many researchers as the most important ofmanagement actions.Very briefly describe in approximately 25 words what is involved in decisionmaking.Copyright reserved(6)(4)[10]Please turn over

(4110504)-4-T1600(E)(A1)TQUESTION 3: ORGANISING3.1Organising has to do with arranging activities and resources by allottingduties, responsibilities and authority to people, and the determination ofrelationships between them to promote collaboration and to achieve theobjectives of the undertaking as effectively as possible.Name FIVE characteristics of organising.3.2(5)A supervisor delegates by entrusting others with responsibility, authorityand creating accountability for results.List FIVE requirements for effective delegation.(5)[10]QUESTION 4: LEADING4.1Define the term problem solving.4.2Most modern working environments satisfy the basic needs of their workers,because we have minimum wage laws, generally good working conditions,ever-increasing benefit packages and legal protection against injustices.There is agreement that psychological needs are the most fertile ground forany motivational effort.(5)List FIVE more psychological needs.4.3(5)Complete the following sentences by filling in the missing word(s). Write onlythe word(s) next to the question number (4.3.1–4.3.5) in the ANSWER BOOK.The purpose of communication is: To publicise planning and (4.3.1) To ensure flow of (4.3.2) by conveying messages.To ensure effective (4.3.3) of the organisation.To inform (4.3.4) about what should be done, how it should be doneand when it should be done, in order to ensure effective delegation.To ensure the effective (4.3.5) of various tasks.Copyright reserved(5)[15]Please turn over

(4110504)-5-T1600(E)(A1)TQUESTION 5: CONTROL5.15.2In your ANSWER BOOK state which of the following situations refer to directcontrol or indirect control. Only write 'Direct' or 'Indirect' next to the questionnumbers (5.1.1–5.1.7) in your ANSWER BOOK.5.1.1The actual situation is observed and evaluated and can becorrected at once.5.1.2Much paper work is reduced in this way, but due to a lack of time,this is not always possible.5.1.3This is done by means of oral or written reports.5.1.4This control by inspection may cause staff to feel that they are nottrusted.5.1.5The staff can also try to correct their own mistakes instead ofwaiting to be told how to correct a mistake.5.1.6This is achieved by means of personal discussions andobservations.5.1.7With this way of exercising control, the staff feel that they aretrusted and time is better utilised.(7 x 1)Name any THREE positive approaches that a supervisor can use orconsider to minimise the negative aspects of control, i.e. soften employeeresistance to control.(3 x 1)(7)(3)[10]QUESTION 6: TRAININGComplete the following sentences by filling in the missing word(s). Write only themissing word(s) next to the question number (6.1–6.10) in your ANSWER BOOK.According to Bittel (1990:219), there are two major ways to identity (6.1) needs,which are gaps between (6.2) and actual performance.These two ways –(6.3) and (6.4) – are both potentially useful.Informally you should be on the alert for any of the following conditions: too much (6.5) ;below-standard (6.6) rates;out-of-line (6.7) costs;a high (6.8) rate;excessive (6.9) and even a general state of poor (6.10) Copyright reserved(10)[10]Please turn over

(4110504)-6-T1600(E)(A1)TQUESTION 7: FINANCIAL COMPENSATIONChoose a description from COLUMN B that matches a word/item in COLUMN A. Writeonly the letter (A–J) next to the question number (7.1–7.10) in the ANSWER BOOK.7.1COLUMN APiecework7.2Standard time plan7.3Measured day work7.4Paid leave7.5Profit sharing7.6Bonus schemes7.7Grouppieceworker/bonusschemes7.8Employee security (financialprotection against certainrisks)7.9Premium payABovertime, weekend and holiday work, shiftdifferentials.Cwe can now not only fix a rate per piece,but an acceptable rate of production aswell. this 'acceptable rate' is called the'standard time' and attracts a 'base ratepayment'.Dwhatever bonus scheme is chosen, its twomajor aims should be to act as an incentiveto increased effort (i.e. a motivator) and asa reward for the amount of work done.Ethis involves simply a fixed rate of pay bythe hour for a defined and agreed standardof daily performance. Work measurementis used to establish the time standards foreach job.Fholidays, vacations, personal businessleave, military service allowance, votingtime.Gsocial and recreational programmes suchas parties, picnics, athletics facilities, clubsand dances wholly or partially financed bythe employer.Hunder this system/plan workers are paid afixed amount for each item produced in anindustrial or manufacturing situation,regardless of the time taken to do the work.7.10 Service programmesCopyright reservedCOLUMN Bin any event, dividends are paid on theshares: the employee is now ashareholder, and has a stake in thecompany's future.Please turn over

(4110504)-7-T1600(E)(A1)TIpension, life insurance.Jto overcome the problems of individualworkers who are put together in a team organg where the flow of the work is suchthat D depends upon the work of C, C onB, B on A and so on.(10 x 1)(10)[10]QUESTION 8: QUALITY CONTROLThe measure of the degree to which a process, product, or service conforms to therequirements that have been established for it is generally understood to be quality.Describe FIVE points to be kept in mind by the supervisor when checking for quality.[5]QUESTION 9: LABOUR RELATIONS9.1Workers generally perform a variety of tasks and work under many differentcircumstances. Consequently it is difficult to satisfy all workers in suchcircumstances or to keep them satisfied. Management must therefore bemindful of this and be prepared for workers who have grievances, or who candevelop grievances.Explain what you understand by a griev ance procedure.9.2(6)Rearrange the following basic methods of disciplinary action that anenterprise may apply in the correct sequence. Write only 'A', 'B', 'C' et ceterain the correct order in your ANSWER BOOK.ABCDA temporary suspension.An oral warning.Dismissal.A written warning which is kept on the offender's personal file.Copyright reserved(4)[10]Please turn over

(4110504)-8-T1600(E)(A1)TQUESTION 10: LOSS CONTROL AND INDUSTRIAL HOUSEKEEPINGBy preventing or controlling incidents through loss-control, we protect the overall safetyof people, equipment, material and the environment.10.1What is meant by the term physical harm?(3)10.2Define the term accident.(3)10.3Which FOUR resources are protected through loss control?(4)[10]TOTAL:Copyright reserved100

MARKING GUIDELINENATIONAL CERTIFICATEAPRIL EXAMINATIONSUPERVISORY MANAGEMENT N41 APRIL 2016This marking guideline consists of 7 pages.Copyright reservedPlease turn over

MARKING GUIDELINE-2SUPERVISORY MANAGEMENT N4T1600(E)(A1)TQUESTION 1: INTRODUCTION TO SUPERVISION.1.1(5)1.21.2.1Leader who manages scientifically1.2.2 Specialises in management work Acts logically Promotion of group interests Maintains effective communication Controls by means of exceptionOrganises rationally(1)(Any 4 x 1)(4)[10]QUESTION 2: PLANNING2.12.2 Target/objectives/goals/aims Planning/preparation Methods/ways Organisational Enterprise/organisation/institution/company Rules/policies(accept other relevant and correct synonyms) It involves mainly choosing between various alternatives.Before making a decision,the supervisor or leader should diagnose the situationand the various ways of acting.Copyright reserved(6)(4)[10]Please turn over

MARKING GUIDELINE-3SUPERVISORY MANAGEMENT N4T1600(E)(A1)TQUESTION 3: ORGANISING3.1 It is concerned with grouping tasks (the decision of work) in such a waythat planning is effected. It is concerned with allocating duties, authority and responsibilitywithout abdicating final responsibility. It is concerned with determining relationships between various peopleto promote collaboration by means of co-ordination and job and dutydescriptions. It is concerned with a common effort to achieve set goals. Organising is in essence, intellectual work or work that involves thoughtprocesses which carry out the planning process and therefore involvesdesk work. (5) A good knowledge of the process of delegation. The right attitude on the part of the supervisor. Willingness to entrust responsibility and to transfer authority tosubordinates. Willingness to delegate in order to strengthen the organisation by trainingreplacements in all facets of the work. Willingness to allow subordinates to make decisions. Knowledge of the difference between the allocation of work anddelegation. The realisation that delegation begins with simple steps. The realisation of the need for a set of controls to ensure effectiveness ofdelegation. The realisation that it is human to make mistakes and that subordinatescan sometimes make the wrong decisions. An appreciation for the difference between operating and managementwork. An understanding that the subordinate is well trained to takeresponsibility and authority of the position. An understanding of what to delegate and how much. (Any5 x 1)(5)[10] 3.2Copyright reservedPlease turn over

MARKING GUIDELINE-4SUPERVISORY MANAGEMENT N4T1600(E)(A1)TQUESTION 4: LEADING4.14.24.3 Problem-solving is the work a manager doesto make and carry out a decisionregarding the approach that will be followedto overcome an obstacle in the wayof achieving an objective. Recognition Status Affiliation Esteem Inclusion Pride of accomplishmentControl of own workChallengeOpportunity to contributeForms of power objectives/aims/ workers/employeesco-ordination(5)(Any 5 x 1)(5)(5)[15]QUESTION 5: CONTROL5.15.25.1.1Direct control5.1.2Direct control5.1.3Indirect control5.1.4Direct control5.1.5Indirect control5.1.6Direct control5.1.7Indirect control Emphasize the value of control to employees. Avoid arbitrary or punitive standards. Be specific: use numbers if possible. Aim for improvement rather than punishment.Avoid threats that you can't or won't back up.Be consistent in the application of control.Copyright reserved(7 x 1)(7)(Any 3 x 1)(3)[10]P