THE BMZ ACADEMY
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 22
, THE BMZ ACADEMY
Table of Contents
Question 1: Identifying the Level of Management ...................................................... 3
Question 2 .................................................................................................................. 5
2.1 Brand Implementing a Low-Cost Strategy ............................................................ 5
2.2 Business-Level Strategy Used by Saffron & Stone .............................................. 6
2.3 Strengths and Weaknesses of PanAfric Foods’ Brands ....................................... 6
Strengths (Quotes) ..................................................................................................... 6
Question 3 .................................................................................................................. 8
3.1 Opportunities for PanAfric Foods ......................................................................... 8
3.2 Threats to PanAfric Foods .................................................................................... 9
Question 4: The Four Managerial Tasks at PanAfric Foods ..................................... 10
Question 5: Social Responsibility Approach Adopted by PanAfric Foods ................ 13
Question 6: Sustainable Development Goal (SDG) Supported by PanAfric Foods .. 15
Question 7: Diversity Management at PanAfric Foods ............................................. 17
7.1 Approach to Managing Diversity at PanAfric Foods ........................................... 17
7.2 Practice-Driven Indicator Supporting the Diversity Approach ............................. 18
Section B: Reflection on My Learning Experience ................................................... 18
References ............................................................................................................... 20
BMZ ACADEMY 061 262 1185/068 053 8213Page 2 of 22
, THE BMZ ACADEMY
Question 1: Identifying the Level of Management
The report was written by Amina K. Odinga, the Chief Executive Officer (CEO) of
PanAfric Foods. The CEO operates at the top level of management within the
organisation. Top-level managers are responsible for making strategic decisions and
determining the overall direction of the organisation. They focus on long-term goals,
corporate strategies, and the coordination of the entire organisation rather than
individual departments. Corporate-level planning and strategy are primarily the
responsibility of top or corporate managers.
Reasons Why the CEO Is a Top-Level Manager
1. Overall Responsibility for the Organisation
Top managers have cross-departmental responsibility and oversee the performance
of the entire organisation rather than focusing on one department (Brevis & Vrba,
2014). In the report, Odinga discusses the performance and direction of all four brands
of PanAfric Foods across multiple countries, indicating that she oversees the
organisation as a whole. This responsibility goes beyond the scope of middle or first-
line managers, who focus on specific departments or operational activities.
2. Strategic Planning and Goal Setting
A key responsibility of top managers is to establish organisational goals and determine
long-term strategies that guide the company’s direction (Cronje & Scholtz, 2020). In
the CEO’s statement, Odinga refers to leading a “refresh of our strategy” and
prioritising investments in high-impact areas such as digital tools. This demonstrates
strategic planning, which is primarily the responsibility of top management.
3. Monitoring Organisational Performance
Top managers monitor how effectively middle managers use resources to achieve
organisational goals (Brevis & Vrba, 2014). They evaluate the performance of different
departments and ensure that the organisation remains efficient and effective. In the
report, Odinga evaluates the performance and challenges of QuickBite, Harvest
Hearth, Saffron & Stone, and GreenGrain, showing that she is assessing the
performance of different divisions within the organisation.
BMZ ACADEMY 061 262 1185/068 053 8213Page 3 of 22
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 22
, THE BMZ ACADEMY
Table of Contents
Question 1: Identifying the Level of Management ...................................................... 3
Question 2 .................................................................................................................. 5
2.1 Brand Implementing a Low-Cost Strategy ............................................................ 5
2.2 Business-Level Strategy Used by Saffron & Stone .............................................. 6
2.3 Strengths and Weaknesses of PanAfric Foods’ Brands ....................................... 6
Strengths (Quotes) ..................................................................................................... 6
Question 3 .................................................................................................................. 8
3.1 Opportunities for PanAfric Foods ......................................................................... 8
3.2 Threats to PanAfric Foods .................................................................................... 9
Question 4: The Four Managerial Tasks at PanAfric Foods ..................................... 10
Question 5: Social Responsibility Approach Adopted by PanAfric Foods ................ 13
Question 6: Sustainable Development Goal (SDG) Supported by PanAfric Foods .. 15
Question 7: Diversity Management at PanAfric Foods ............................................. 17
7.1 Approach to Managing Diversity at PanAfric Foods ........................................... 17
7.2 Practice-Driven Indicator Supporting the Diversity Approach ............................. 18
Section B: Reflection on My Learning Experience ................................................... 18
References ............................................................................................................... 20
BMZ ACADEMY 061 262 1185/068 053 8213Page 2 of 22
, THE BMZ ACADEMY
Question 1: Identifying the Level of Management
The report was written by Amina K. Odinga, the Chief Executive Officer (CEO) of
PanAfric Foods. The CEO operates at the top level of management within the
organisation. Top-level managers are responsible for making strategic decisions and
determining the overall direction of the organisation. They focus on long-term goals,
corporate strategies, and the coordination of the entire organisation rather than
individual departments. Corporate-level planning and strategy are primarily the
responsibility of top or corporate managers.
Reasons Why the CEO Is a Top-Level Manager
1. Overall Responsibility for the Organisation
Top managers have cross-departmental responsibility and oversee the performance
of the entire organisation rather than focusing on one department (Brevis & Vrba,
2014). In the report, Odinga discusses the performance and direction of all four brands
of PanAfric Foods across multiple countries, indicating that she oversees the
organisation as a whole. This responsibility goes beyond the scope of middle or first-
line managers, who focus on specific departments or operational activities.
2. Strategic Planning and Goal Setting
A key responsibility of top managers is to establish organisational goals and determine
long-term strategies that guide the company’s direction (Cronje & Scholtz, 2020). In
the CEO’s statement, Odinga refers to leading a “refresh of our strategy” and
prioritising investments in high-impact areas such as digital tools. This demonstrates
strategic planning, which is primarily the responsibility of top management.
3. Monitoring Organisational Performance
Top managers monitor how effectively middle managers use resources to achieve
organisational goals (Brevis & Vrba, 2014). They evaluate the performance of different
departments and ensure that the organisation remains efficient and effective. In the
report, Odinga evaluates the performance and challenges of QuickBite, Harvest
Hearth, Saffron & Stone, and GreenGrain, showing that she is assessing the
performance of different divisions within the organisation.
BMZ ACADEMY 061 262 1185/068 053 8213Page 3 of 22
