Instructions Guidelines Writing Assignments | Classroom Writing Instruction

Instructions Guidelines Writing Assignments | Classroom Writing Instruction

Instructions Guidelines Writing Assignments NB:     1. Candidates are advised to read the guide lines.

  1. For reference use prescribed, recommended books and other source you may come across.
  2. Instructions Guidelines Writing Assignments | Classroom Writing InstructionCorrect referencing carries 10 Marks. 

GUIDELNES 

The purpose of an assignment is to ensure that the Learner is able to:

  • Use methods of enquiry and research in a disciplined field.
  • Interpret and evaluate text.
  • Have a sound understanding of key principles and theories, rules and awareness.
  • Solve unfamiliar problems using correct procedures as well as investigate and critically analyse information and report thereof.
  • Present and communicate information reliably and coherently. 

Instructions and guidelines for writing assignments 

  1. Use the correct cover page provided by the institution.

  2. All essay type assignments must include the following:
    • Table of contents
    • Introduction
    • Main body with subheadings
    • Conclusions and recommendations
    • Bibliography
  3. The length of the entire assignment must have minimum of 5 pages. Preferably typed with font size 12
    • The quality of work submitted is more important than the number of assigned pages.
  4. Copying is a serious offence which attracts a severe penalty and must be avoided at all costs. If any learner transgresses this rule, the lecturer will retain the assignments and ask the affected learners to resubmit a new assignment which will be capped at 50%.
  5. Use the Harvard referencing method.

RICHFIELD GRADUATE INSTITUTE OF TECHNOLOGY (PTY) LTD

FACULTY OF INFORMATION TECHNOLOGY

IT STRATEGIC MANAGEMENT 732

2ND SEMESTER ASSIGNMENT

Name & Surname: _________________________________ ICAS No:

Qualification: ______________________    Semester: _____   Module Name: __________________________

Date Submitted: ___________

ASSESSMENT CRITERIA MARK

ALLOCATION

EXAMINER MARKS MODERATOR MARKS
MARKS FOR CONTENT
QUESTION ONE 30
QUESTION TWO 30
QUESTION THREE 20
QUESTION FOUR 10
TOTAL MARKS 90
MARKS FOR TECHNICAL ASPECTS
1. TABLE OF CONTENTS

Accurate numbering according to the numbering in text and page numbers.

2
2. LAYOUT AND SPELLING

Font – Calibri 12

Line Spacing – 1.0

Margin should be justified.

3
3. REFERENCE

According to the Harvard Method

5
TOTAL MARKS 10
TOTAL MARKS FOR ASSIGNMENT100
Examiner’s Comments:
Moderator’s Comments:
Signature of Examiner:                                                    Signature of Moderator:

QUESTIONS                                                                                                                                                           [90 MARKS]

QUESTION 1                                                                                                                  20 MARKS

1.1         Critically explain the five generic competitive strategies. What resources or capabilities are required to pursue each of these strategies? Justify your answer with

theory and practical examples.                                                                          (10)

1.2          Using the five forces framework evaluate a competitive environment of your choice.

Support your answer with theory and practical example.    (10)  

QUESTION 2      20 MARKS

2.1In mid 1984 Mr. Mahmood, the General Manager of Westward Exports Limited, Karachi, Pakistan was trying to implement a management information system. He was facing resistance from Mr. Saleem, his most senior Supervisor. Mr. Mahmood wondered what he could do to overcome this resistance.

Company Background

Westward Exports was an exporter of ladies cotton garments. It was a private company established in 1971. It was a family run business and all four directors were brothers. Over the past fourteen years the exports of the company had grown from Rs. 0.71 million in 1972-73 to

Rs. 59.76 million in 1984. Almost 90% of the exports went to USA. It owned no manufacturing facility of any kind. It purchased cotton cloth from six different textile mills and had the cloth dyed and printed. This fabric was then passed on to 138 stitching subcontractors. The company had been expanding the product line over the years and by 1983 it was exporting about one million garments in over one hundred basic designs. The 100 designs were presented in a large of fabric types, shades, designs and sizes. When seen in the context that the company had to get all these things done through subcontractors, the managerial control of the operations became quite challenging. The directors who had always been actively involved in each and every aspect of the business, and made all the decisions by themselves, felt the heat of changing situations. They appreciated the problem and decided to hire some professional assistance to bring more control to their operations.

Mr. Mahmood

Mr. Mahmood was hired in late 1983 to be the new general manager. He was an agricultural graduate who had about fifteen years of marketing and sales experience with a multinational organization. He also had attended more than a dozen management development courses. The

directors were confident that he could introduce some new control measures to help ensure the continued success of the company.

Mr. Mahmood quickly determined that if Westward Exports was to remain in business it immediately must eliminate the haphazardness in its operations. No proper costing, no scheduling, no progress sheets or order status reports, no follow up charts, or for that matter no control procedure worth the name existed. “It was all so nebulous” he concluded. He worked currently serving as Chairman, Department of Commerce, BahauddinZakria University, Multan. Late hours to comprehend fully the nature and scope of the company’s business and its coordination and working relationships without contractors. Almost immediately he started to design a proper system to help cure the lack of control and information available.

Mr. Saleem

Out of about 200 old employees in the company, the key operating manager was Mr. Saleem. Saleem joined the company in 1973 as a production officer, nearly the lowest rung in the company’s hierarchy. He distinguished himself because of his hard work and was promoted to be a supervisor. By 1982, Saleem, under direct supervision of the directors, was looking after every activity in manufacturing. Right from raw material procurement to packing and shipping of finished garments, he was coordinating all of the activities. Because of the varied nature of his duties and his dedication to work, he was able to learn all the ins and outs of the business.  Saleem also was considered to be a man with a photographic memory. He virtually ran the whole business from the information stored in his head. “I have an abhorrence for paper work”,  saidSaleem. “My work load is so great that I am always engrossed in my job. Even my dreams are job related”, he added. “But due recognition has always been awarded to me by my director.

Instructions Guidelines Writing Assignments | Classroom Writing Instruction

Current Situation

Mr. Saleem initially cooperated with Mr. Mahmood. However, when Mr. Mahmood started to  implement some of the new systems and procedures, Mr. Saleem refused to go along with them. Mr. Saleem even questioned the very need for such a drastic change. “Ask me about anything …. any detail of a fabric, any garments any export order …. For that matter anything that has bothering the people here with such clerical burdens? These luxuries are all right for big companies, but not for us. We can not spare people for such unproductive things.”

Mr. Mahmood understood that Mr. Saleem was close to the director and was the seniormost supervisor. Therefore, his opposition could not be taken lightly. Mr. Mahmood also felt that others might say that he had neither the general management experience nor any particular experience in the garment industry. Conclusion

Nevertheless, Mr. Mahmood was confident that the company did need the change and as  soon as possible. He was troubled; however, with the resistance of Mr. Salaam’s reluctant            to accommodate his new system, he would not be able to do the job.

2.1.1Do you agree with Mr. Saleem that “such luxuries are for big companies, but not for us”? Why or why not?(10)

      2.1.2           How should Mr. Mahmood handle the current situation?                              (10)

QUESTION 3                                                                                                                  25 MARKS     3.1  CASE STUDY:Telkom and Business Connexion Merger

South African telecoms giant Telkom and IT Company Business Connexions have confirmed they are to merge their businesses in a joint venture. The move-first announced earlier this year-can be seen as an attempt to provide broader services to the citizens of South Africa and business organisations in the telecom and who need IT experts for their business evaluations.

Business Connexions had a lot of clients and the business was increasing rampantly gaining more favour with many companies. Both companies are expected to continue providing their current services in the current brand names, with a new brand name expected in the near future. There are clear advantages to both companies of a merger, JSE has announced on SABC Business News.

3.1.1 Did Telkom make the correct decision by forming a merger? Justify your answer with relevant theories.                     (5)

3.1.2 Do a SWOT analysis for Telkom in the market of cellular competition. Use a table to present you answer.                     (10)

3.1.3    Critically evaluate the future impact of this decision of a merger by both companies

(10)QUESTION FOUR                                                                                                           25 MARKS

4.1        Toyota  SA sells a record 13 094 vehicles in March

Toyota South Africa set a new monthly sales record for the local motor industry with 13 094 vehicles sold in March 2006. This is the first time any manufacturer or importer has broken through the 13 000 unit barrier. Toyota’s total was made up of 8838 passenger cars, 3757 light commercial vehicles and an industry-leading 499 trucks. This gave the market leader for the past 26 years a 23, 2 per cent share of total vehicle sales.

This latest sales achievement by Toyota SA follows many other milestones passed over the years, with Toyota being the first company in South Africa to sell 10 000 units in a month (10 833 in March 1984), 11 000 units in a month (11 249 in June 2005) and 12 000 units in a month (12 167 in August 2005).

The total vehicle market for March was also a record at 56 341 units-61 799 units when the 5458 sales of non-reporting Association Motor Holdings is added to the official figure released by the National Association of Automobile Manufactures of South Africa. This equates to an increase of 29 per cent over sales in March 2005 and an improvement of 12, 4 per cent on the sales figure for February this year.

“Talking from a Toyota point of view, it was rewarding that our dealers could make major contribution to our record sales in month in which they launched three all-new models-Fortunes, RAV4 and Yaris sedan –and a revised Prius,” commented the President and CEO of Toyota SA, Johan van Zyl.We were delighted with the immediate market acceptance of our new Fortuner SUV, selling more than 500 units in two weeks. The ongoing success of Yaris, now with the addition of a sedan derivative, is certainly growing the B segment of the local market.

“Looking at the overall South African vehicle market we are pleased to see that it continues to expand on the back of sound economic fundamentals. March is usually a strong sales month and this was the case again this year. Not only was it a buyers’ market, with many new models and lots of marketing activity, but it was also the last month for deliveries against the 2005/6 government tender.”

4.1.1        Using Toyota, discuss the common barriers to the entry of the company into new market.                                                                                                                                      (5)

4.1.2 What will be Toyota SA’s competitive position regarding the other four aspects of porter’s Five

Forces model?                                                                                                                                                   (10)

4.1.3    Identify and apply a PEST analysis for Toyota SA.  (10)TOTAL                                                                                                                                                                      100 MARKS

TOTAL MARKS: 100

David Marks

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