UNIVERSITY OF SOUTH AFRICA
College of Economic and Management Sciences
MNG2602
Contemporary Management Issues
SEMESTER 1 2026
ASSIGNMENT 01
Module: MNG2602 Contemporary Management Issues
Case Study: PanAfric Foods CEO Annual Report 2025
Due Date: 7 April 2026
Department: Department of Business Management, UNISA
Sections: Section A (41 marks) and Section B (4 marks)
Submitted in partial ful
lment of the requirements for MNG2602
Department of Business Management, UNISA Semester 1, 2026
Semester 1 • 2026
,UNISA | MNG2602 Contemporary Management Issues Assignment 01
Contents
Table of Contents 1
1 Section A: Annual Report PanAfric Foods 2
1.1 Question 1: Level of the Manager Who Wrote the Report . . . . . . . . . . . . . 3
1.1.1 1.1 Identi
cation of the Managerial Level . . . . . . . . . . . . . . . . . . 3
1.1.2 1.2 Substantiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Question 2: PanAfric Foods's Four Brands and Business-Level Strategies . . . . . 4
1.2.1 2.1 Low-Cost Strategy: QuickBite . . . . . . . . . . . . . . . . . . . . . . 4
1.2.2 2.2 Dierentiation Strategy: Saron & Stone . . . . . . . . . . . . . . . . 4
1.2.3 2.3 Two Strengths and One Weakness per Brand . . . . . . . . . . . . . . 5
1.3 Question 3: SWOT Opportunities and Threats . . . . . . . . . . . . . . . . . . 7
1.3.1 3.1 Two Opportunities for PanAfric Foods . . . . . . . . . . . . . . . . . . 7
1.3.2 3.2 Two Threats to PanAfric Foods . . . . . . . . . . . . . . . . . . . . . . 7
1.4 Question 4: The Four Managerial Tasks . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.1 4.1 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.2 4.2 Organising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.3 4.3 Leading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.4.4 4.4 Controlling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.5 Question 5: Approach to Social Responsibility . . . . . . . . . . . . . . . . . . . . 12
1.5.1 5.1 Approach Identi
ed: Proactive Social Responsibility . . . . . . . . . . 12
1.5.2 5.2 Three Supporting Quotations . . . . . . . . . . . . . . . . . . . . . . . 12
1.6 Question 6: Sustainable Development Goal (SDG) . . . . . . . . . . . . . . . . . 14
1.7 Question 7: Approach to Managing Diversity . . . . . . . . . . . . . . . . . . . . 15
1.7.1 7.1 Approach Identi
ed and Discussion . . . . . . . . . . . . . . . . . . . . 15
1.7.2 7.2 Supporting Quotation . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2 Section B: Re
ection on Learning Experience 16
Reference List 17
Page 1 of 17
,UNISA | MNG2602 Contemporary Management Issues Assignment 01
Section A: Annual Report PanAfric Foods
Case Context: All seven questions below are based on the CEO statement of PanAfric
Foods as contained in their 2025 Annual Report. PanAfric Foods is a franchising group
operating 1 240 outlets across East and Southern Africa under four brands: QuickBite,
Harvest Hearth, Saron & Stone, and GreenGrain.
Page 2 of 17
, UNISA | MNG2602 Contemporary Management Issues Assignment 01
Question 1: Level of the Manager Who Wrote the Report
1.1 Identi
cation of the Managerial Level
Amina K Odinga
The CEO statement was written by , who holds the title of Chief Execu-
tive O
cer (CEO) of PanAfric Foods. A CEO operates at the top management level of an
organisation (Robbins et al., 2023).
1.2 Substantiation
Top-level managers are responsible for the overall direction, strategy, and long-term perfor-
mance of the entire organisation (Smit et al., 2022). They set broad organisational goals, make
enterprise-wide decisions, and are accountable to the board of directors and shareholders. The
CEO does not manage a single department or region she oversees all four brands, all
ve
countries, and all 1 240 outlets simultaneously.
This is evident throughout her statement. She makes enterprise-wide strategic decisions, for
example:
I led a refresh of our strategy that shifted investment where it would have the most im-
pact and put digital tools at the front of our plans.
This re
ects top-level strategic thinking: re-directing investment and setting the digital agenda
for the whole group. She also demonstrates the long-horizon, outward-looking orientation typi-
cal of top managers when she states:
In 2026, PanAfric Foods is planning to increase digital engagement across all brands,
continue to strengthen supply-chain resilience, and continue our sustainability initia-
tives.
These decisions go beyond daily operations. A middle manager would focus on a speci
c func-
tion or brand, and a
rst-line manager would focus on supervising employees at outlet level.
By contrast, Amina Odinga addresses the organisation as a whole con
rming she operates
at the top management level (Robbins et al., 2023).
Page 3 of 17
College of Economic and Management Sciences
MNG2602
Contemporary Management Issues
SEMESTER 1 2026
ASSIGNMENT 01
Module: MNG2602 Contemporary Management Issues
Case Study: PanAfric Foods CEO Annual Report 2025
Due Date: 7 April 2026
Department: Department of Business Management, UNISA
Sections: Section A (41 marks) and Section B (4 marks)
Submitted in partial ful
lment of the requirements for MNG2602
Department of Business Management, UNISA Semester 1, 2026
Semester 1 • 2026
,UNISA | MNG2602 Contemporary Management Issues Assignment 01
Contents
Table of Contents 1
1 Section A: Annual Report PanAfric Foods 2
1.1 Question 1: Level of the Manager Who Wrote the Report . . . . . . . . . . . . . 3
1.1.1 1.1 Identi
cation of the Managerial Level . . . . . . . . . . . . . . . . . . 3
1.1.2 1.2 Substantiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Question 2: PanAfric Foods's Four Brands and Business-Level Strategies . . . . . 4
1.2.1 2.1 Low-Cost Strategy: QuickBite . . . . . . . . . . . . . . . . . . . . . . 4
1.2.2 2.2 Dierentiation Strategy: Saron & Stone . . . . . . . . . . . . . . . . 4
1.2.3 2.3 Two Strengths and One Weakness per Brand . . . . . . . . . . . . . . 5
1.3 Question 3: SWOT Opportunities and Threats . . . . . . . . . . . . . . . . . . 7
1.3.1 3.1 Two Opportunities for PanAfric Foods . . . . . . . . . . . . . . . . . . 7
1.3.2 3.2 Two Threats to PanAfric Foods . . . . . . . . . . . . . . . . . . . . . . 7
1.4 Question 4: The Four Managerial Tasks . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.1 4.1 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.2 4.2 Organising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.4.3 4.3 Leading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.4.4 4.4 Controlling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.5 Question 5: Approach to Social Responsibility . . . . . . . . . . . . . . . . . . . . 12
1.5.1 5.1 Approach Identi
ed: Proactive Social Responsibility . . . . . . . . . . 12
1.5.2 5.2 Three Supporting Quotations . . . . . . . . . . . . . . . . . . . . . . . 12
1.6 Question 6: Sustainable Development Goal (SDG) . . . . . . . . . . . . . . . . . 14
1.7 Question 7: Approach to Managing Diversity . . . . . . . . . . . . . . . . . . . . 15
1.7.1 7.1 Approach Identi
ed and Discussion . . . . . . . . . . . . . . . . . . . . 15
1.7.2 7.2 Supporting Quotation . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2 Section B: Re
ection on Learning Experience 16
Reference List 17
Page 1 of 17
,UNISA | MNG2602 Contemporary Management Issues Assignment 01
Section A: Annual Report PanAfric Foods
Case Context: All seven questions below are based on the CEO statement of PanAfric
Foods as contained in their 2025 Annual Report. PanAfric Foods is a franchising group
operating 1 240 outlets across East and Southern Africa under four brands: QuickBite,
Harvest Hearth, Saron & Stone, and GreenGrain.
Page 2 of 17
, UNISA | MNG2602 Contemporary Management Issues Assignment 01
Question 1: Level of the Manager Who Wrote the Report
1.1 Identi
cation of the Managerial Level
Amina K Odinga
The CEO statement was written by , who holds the title of Chief Execu-
tive O
cer (CEO) of PanAfric Foods. A CEO operates at the top management level of an
organisation (Robbins et al., 2023).
1.2 Substantiation
Top-level managers are responsible for the overall direction, strategy, and long-term perfor-
mance of the entire organisation (Smit et al., 2022). They set broad organisational goals, make
enterprise-wide decisions, and are accountable to the board of directors and shareholders. The
CEO does not manage a single department or region she oversees all four brands, all
ve
countries, and all 1 240 outlets simultaneously.
This is evident throughout her statement. She makes enterprise-wide strategic decisions, for
example:
I led a refresh of our strategy that shifted investment where it would have the most im-
pact and put digital tools at the front of our plans.
This re
ects top-level strategic thinking: re-directing investment and setting the digital agenda
for the whole group. She also demonstrates the long-horizon, outward-looking orientation typi-
cal of top managers when she states:
In 2026, PanAfric Foods is planning to increase digital engagement across all brands,
continue to strengthen supply-chain resilience, and continue our sustainability initia-
tives.
These decisions go beyond daily operations. A middle manager would focus on a speci
c func-
tion or brand, and a
rst-line manager would focus on supervising employees at outlet level.
By contrast, Amina Odinga addresses the organisation as a whole con
rming she operates
at the top management level (Robbins et al., 2023).
Page 3 of 17
