Page |1
MNG3701
Strategic Planning 3A
University of South Africa | Department of Business Management
COMPREHENSIVE EXAM PREPARATION NOTES
Full Textbook Content • Case Study Questions • Model Answers • Exam
Strategies
Designed for students without access to the prescribed textbook
LESSON 1 LESSON 2 LESSON 3 LESSON 4 LESSON 5 LESSON 6
Evolution of Strategic Strategic External Internal Business
Mgmt Mgmt Role Direction Analysis Analysis Strategies
Prepared By: Centre for Academic Excellence
Contact/WhatsApp us for additional support and feedback at: +27 73 887 0986
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |2
HOW TO USE THESE NOTES
These notes are designed to comprehensively support and complement the prescribed textbook,
Practising Strategy: A Southern African Context (P. Venter, ed.). They incorporate all key learning
outcomes, concepts, case study applications, and exam question formats in alignment with the material
presented in the prescribed text.
WHAT IS INCLUDED PURPOSE
Full theory for all 6 lessons Replaces prescribed textbook content
Detailed definitions and explanations Ensures conceptual understanding
Tables, diagrams and comparisons Makes complex content easy to remember
Real-world South African examples Helps with application questions
Typical exam questions per lesson Shows you what to expect in the exam
Model answers with marking guides Shows you exactly how to structure answers
Exam tips and common mistakes Helps you avoid losing marks
💡 EXAM QUESTION TYPES IN MNG3701
• DEFINE / EXPLAIN: Give a definition and expand with your own words
• DISTINGUISH / DIFFERENTIATE: Show the differences between two concepts (use
a table)
• DISCUSS: Give a detailed explanation covering multiple aspects
• CRITICALLY EVALUATE / APPRAISE: Use criteria to assess — give yes/no with
reasons
• APPLY / ILLUSTRATE: Use theory AND link it to a given case study or organisation
• RECOMMEND / ADVISE: Based on theory, suggest what the organisation should do
• COMPARE: Show both similarities AND differences
⚠️ CRITICAL EXAM WARNINGS
• Never use bullet points in ESSAY questions — use paragraphs with headings
• ALWAYS define the concept first before you explain or apply it
• When applying theory to a case study, quote or reference specific details from the
case
• For evaluation questions, use a TABLE with criteria, yes/no, and reasons
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |3
LESSON 1: The Evolution of Management Theories
Study guide pages 1–16 | Prescribed textbook Chapter 1
LEARNING OUTCOMES — what you must be able to do
• LO1: Present an overview of the traditional theories of management (section 1.1)
• LO2: Explain how the traditional theories evolve to responsible management (section
1.2)
• LO3: Debate the drivers of responsible management (section 1.3)
• LO4: Explain the relationship between strategy and responsible management (section
1.4)
1.1 What is Management?
Management (as a Working with and through others to achieve the organisational
PROCESS) objectives in a changing environment.
Management (as The people who manage the process of working with and through
PEOPLE) others to achieve organisational objectives.
The FOUR characteristics of management:
CHARACTERISTIC EXPLANATION
1. A PROCESS Consists of four interrelated tasks: Planning → Organising →
Leading → Control. These are interdependent, not isolated.
2. WORKS WITH Involves getting things done through other people — delegation,
OTHERS teamwork, coordination.
3. GOAL-ORIENTED Aims to achieve organisational goals and objectives. Balances
EFFECTIVENESS ('doing the right things') and EFFICIENCY ('doing
things right'). Makes most of limited resources.
4. CHANGING Takes place in an ever-changing environment: the INTERNAL
ENVIRONMENT environment (micro), the MARKET environment (industry), and the
REMOTE environment (macro).
EXAM TIP: The four management FUNCTIONS (POLC) are often confused with the four
CHARACTERISTICS of management. Functions = what managers DO. Characteristics =
what management IS.
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |4
1.1 Traditional Theories of Management
The central question management theorists tried to answer: What is the BEST WAY to manage an
organisation?
▸ A. Scientific Management Approach
Key thinker: Frederick Winslow Taylor (1856–1915). Taylor believed in finding the 'one best way' to
perform each task. His approach had four principles:
1. Replace rule-of-thumb methods with scientific study of each element of work
2. Scientifically select and train workers
3. Cooperate with workers to ensure the scientific method is followed
4. Divide work equally between managers and workers
Other contributors:
► Frank Gilbreth (1868–1924) & Lillian Gilbreth (1878–1972): Used motion studies to simplify
work, improve productivity, and reduce effort required. Also made contributions to employment of
disabled workers and industrial psychology.
► Henry Gantt (1861–1919): Best known for the GANTT CHART — a visual project management
tool showing what tasks must be completed at which times. Also contributed pay-for-performance
plans and worker training/development.
EXAM TIP: You may be asked to define a Gantt chart or explain what pay-for-performance
means. A Gantt chart visually indicates what tasks must be completed at which times to
complete a project.
▸ B. Bureaucratic Management
Key thinker: Max Weber (1864–1920) — German sociologist.
Exercise of control based on KNOWLEDGE, EXPERIENCE, or
Bureaucracy EXPERTISE rather than ruling by virtue of favouritism or
personal/family connections.
Weber identified SEVEN elements that characterise bureaucracies:
# ELEMENT
1 Formal rules and procedures: Written rules govern all activities
2 Specialisation and division of labour: Each person has a defined role
3 Hierarchy of authority: Clear chain of command
4 Technically qualified personnel: Employment based on competence, not connections
5 Separation of ownership and management: Managers are NOT necessarily owners
6 Career orientation: Employment is a career, not just a job
7 Formal, written records: All decisions and rules are documented
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
MNG3701
Strategic Planning 3A
University of South Africa | Department of Business Management
COMPREHENSIVE EXAM PREPARATION NOTES
Full Textbook Content • Case Study Questions • Model Answers • Exam
Strategies
Designed for students without access to the prescribed textbook
LESSON 1 LESSON 2 LESSON 3 LESSON 4 LESSON 5 LESSON 6
Evolution of Strategic Strategic External Internal Business
Mgmt Mgmt Role Direction Analysis Analysis Strategies
Prepared By: Centre for Academic Excellence
Contact/WhatsApp us for additional support and feedback at: +27 73 887 0986
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |2
HOW TO USE THESE NOTES
These notes are designed to comprehensively support and complement the prescribed textbook,
Practising Strategy: A Southern African Context (P. Venter, ed.). They incorporate all key learning
outcomes, concepts, case study applications, and exam question formats in alignment with the material
presented in the prescribed text.
WHAT IS INCLUDED PURPOSE
Full theory for all 6 lessons Replaces prescribed textbook content
Detailed definitions and explanations Ensures conceptual understanding
Tables, diagrams and comparisons Makes complex content easy to remember
Real-world South African examples Helps with application questions
Typical exam questions per lesson Shows you what to expect in the exam
Model answers with marking guides Shows you exactly how to structure answers
Exam tips and common mistakes Helps you avoid losing marks
💡 EXAM QUESTION TYPES IN MNG3701
• DEFINE / EXPLAIN: Give a definition and expand with your own words
• DISTINGUISH / DIFFERENTIATE: Show the differences between two concepts (use
a table)
• DISCUSS: Give a detailed explanation covering multiple aspects
• CRITICALLY EVALUATE / APPRAISE: Use criteria to assess — give yes/no with
reasons
• APPLY / ILLUSTRATE: Use theory AND link it to a given case study or organisation
• RECOMMEND / ADVISE: Based on theory, suggest what the organisation should do
• COMPARE: Show both similarities AND differences
⚠️ CRITICAL EXAM WARNINGS
• Never use bullet points in ESSAY questions — use paragraphs with headings
• ALWAYS define the concept first before you explain or apply it
• When applying theory to a case study, quote or reference specific details from the
case
• For evaluation questions, use a TABLE with criteria, yes/no, and reasons
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |3
LESSON 1: The Evolution of Management Theories
Study guide pages 1–16 | Prescribed textbook Chapter 1
LEARNING OUTCOMES — what you must be able to do
• LO1: Present an overview of the traditional theories of management (section 1.1)
• LO2: Explain how the traditional theories evolve to responsible management (section
1.2)
• LO3: Debate the drivers of responsible management (section 1.3)
• LO4: Explain the relationship between strategy and responsible management (section
1.4)
1.1 What is Management?
Management (as a Working with and through others to achieve the organisational
PROCESS) objectives in a changing environment.
Management (as The people who manage the process of working with and through
PEOPLE) others to achieve organisational objectives.
The FOUR characteristics of management:
CHARACTERISTIC EXPLANATION
1. A PROCESS Consists of four interrelated tasks: Planning → Organising →
Leading → Control. These are interdependent, not isolated.
2. WORKS WITH Involves getting things done through other people — delegation,
OTHERS teamwork, coordination.
3. GOAL-ORIENTED Aims to achieve organisational goals and objectives. Balances
EFFECTIVENESS ('doing the right things') and EFFICIENCY ('doing
things right'). Makes most of limited resources.
4. CHANGING Takes place in an ever-changing environment: the INTERNAL
ENVIRONMENT environment (micro), the MARKET environment (industry), and the
REMOTE environment (macro).
EXAM TIP: The four management FUNCTIONS (POLC) are often confused with the four
CHARACTERISTICS of management. Functions = what managers DO. Characteristics =
what management IS.
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
, Page |4
1.1 Traditional Theories of Management
The central question management theorists tried to answer: What is the BEST WAY to manage an
organisation?
▸ A. Scientific Management Approach
Key thinker: Frederick Winslow Taylor (1856–1915). Taylor believed in finding the 'one best way' to
perform each task. His approach had four principles:
1. Replace rule-of-thumb methods with scientific study of each element of work
2. Scientifically select and train workers
3. Cooperate with workers to ensure the scientific method is followed
4. Divide work equally between managers and workers
Other contributors:
► Frank Gilbreth (1868–1924) & Lillian Gilbreth (1878–1972): Used motion studies to simplify
work, improve productivity, and reduce effort required. Also made contributions to employment of
disabled workers and industrial psychology.
► Henry Gantt (1861–1919): Best known for the GANTT CHART — a visual project management
tool showing what tasks must be completed at which times. Also contributed pay-for-performance
plans and worker training/development.
EXAM TIP: You may be asked to define a Gantt chart or explain what pay-for-performance
means. A Gantt chart visually indicates what tasks must be completed at which times to
complete a project.
▸ B. Bureaucratic Management
Key thinker: Max Weber (1864–1920) — German sociologist.
Exercise of control based on KNOWLEDGE, EXPERIENCE, or
Bureaucracy EXPERTISE rather than ruling by virtue of favouritism or
personal/family connections.
Weber identified SEVEN elements that characterise bureaucracies:
# ELEMENT
1 Formal rules and procedures: Written rules govern all activities
2 Specialisation and division of labour: Each person has a defined role
3 Hierarchy of authority: Clear chain of command
4 Technically qualified personnel: Employment based on competence, not connections
5 Separation of ownership and management: Managers are NOT necessarily owners
6 Career orientation: Employment is a career, not just a job
7 Formal, written records: All decisions and rules are documented
+27 73 887 0986 | CENTRE FOR ACADEMIC EXCELLENCE
