DO NOT COPY AND PASTE ALWAYS PUT CONTENT IN YOUR OWN WORDS.
Contents
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 1 ........................ 2
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 2 ........................ 4
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 2 ASSIGNMENT 1 ........................ 7
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 2 ASSIGNMENT 2 ...................... 10
MNG3701-2020-6-E-1 ......................................................................................................................... 13
MNG3701-2020-10-E-1 ....................................................................................................................... 23
MNG3701-2021-1-E-1 ......................................................................................................................... 32
MNG3701-2021-6-E-1 ......................................................................................................................... 45
MNG3701-2021-10-E-1 ....................................................................................................................... 57
MNG3701-2022-1-E-1 ......................................................................................................................... 69
MNG3701-2022-6-E-1 ......................................................................................................................... 79
1
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MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 1
Question 1
Distinguish between intended, deliberate, emergent and realised strategies.
Chapter 2 p.36 -37 & Chapter 4 p.88 -89 [ Deliberate & Emergent Strategies]
MNG3701 Learning Unit 1 2015
Planned strategies are termed intended strategies, and when realised they are termed deliberate
strategies.
Intended strategies that fall by the wayside and are not realised are termed unrealized or abandoned
strategies.
Strategies that are not explicitly intended, are unplanned and emerge over time, often because of
changing environments or competitive circumstances, are termed emergent strategies.
If emergent strategies are realised, they become deliberate strategies together with realised intended
strategies.
Question 2
Explain the strategic importance of analysing the external environment and critically discuss the
various methods for external environment analysis.
Chapter 5 & Lesson 4
The external environment is made up of two major components the market environment and the
remote or macro environment. Organisations operate in an open system and therefore these areas are
outside of the control of the organisation (internal or micro environment) and it is strategically
important for any organisation to analyse these two environments to determine any opportunities to
explore or threats to avoid.
Two levels of analysis of the macro-environment that will influence the organisation’s strategic direction
and strategic actions are:
1. An analysis of the remote environment
a. The module used for this is PESTLE(G)
b. The Variables/factors to analyse are:
(P)olitical
(E)conomic
(S)ocio-cultural
(T)echnological
(L)egal
(E)nvironmental
(G)lobal – Trends are summarised in Table 5.2
2
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2. An analysis of the market environment
a. The module used for this is Porters 5 Forces
b. The Variables/factors to analyse are:
i. Customers
ii. Existing competitors
iii. Potential Competitors
iv. Substitute providers
v. Suppliers
Question 3
Discuss the differences between and importance of both the tangible and intangible resources of an
organisation.
Chapter 6 & Lesson 5 & 2022 Tutorial Letter 202
Tangible resources are physical, observable and quantifiable assets of the organisation and include
physical things such as equipment, money, structures the sophistication and location of a plant, formal
reporting structures, technology used and patents. [Financial; Physical; Human; Organisational;
Technological]
Intangible resources are a subset of an organisations strategic resources and can be categorized into
three types, namely, human resources, innovation resources and reputational resources.
Both types of resources are important in an organisation as they are the productive assets owned by the
business and they are used to transfer inputs to outputs. Resources can also be used as the basis for the
formulation and implementation of strategies all though not all of them are strategically important.
Those that are strategically important should be identified and exploited accordingly.
3
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MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 2
Question 1
Explain the role of governments in enhancing business conditions in Africa.
MNG3701 – Exam Prep (S1-2015) & Chapter 5 - 5.3.2
Governments can enhance/deter economic growth & development through their strategies, policies,
investment decisions. Main purpose, apart from ensuring political stability is to create an environment
conducive to economic growth, foreign investment, export promotion, job creation & poverty
alleviation. Role of governments is to provide an enhancing business environment in which businesses
can effectively deploy strategies to compete effectively.
Section focuses on strategies of overarching institutions like the AU, regional bodies (SADC) & individual
countries. For Africa to grow and comply with the AU and SADC strategic objectives, countries in Africa
will need to be more focused on improvement and growth, with maintenance of infrastructure of critical
importance.
AU and SADC objectives and strategies are aimed at infrastructure improvement and promoting exports
to increase the competitiveness of countries in the region, but these can only be implemented by
individual countries.
Question 2
Distinguish between resources, capabilities and core competencies
Chapter 6 & Lesson 5
Resources are a organisations productive assets five categories: financial capital resources, physical
capital resources, human capital resources, organisational capital resources and technological capital
resources There are tangible and intangible resources. Tangible resources + intangible resources =
create capabilities ……. which can be structured to become core competencies
Capabilities = clusters of activities that developed through the integration and interaction of specific
tangible and intangible resources to achieve a desired business goal. (Resource coordinating skills)
Core competencies are the resources and capabilities that combine to become the source of a
organisation’s competitive advantage…usually activities that add unique value to the goods and services
a company sells. These competencies represent what a company typically excels at…the areas where
they out-perform competitors.
4
Contents
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 1 ........................ 2
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 2 ........................ 4
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 2 ASSIGNMENT 1 ........................ 7
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 2 ASSIGNMENT 2 ...................... 10
MNG3701-2020-6-E-1 ......................................................................................................................... 13
MNG3701-2020-10-E-1 ....................................................................................................................... 23
MNG3701-2021-1-E-1 ......................................................................................................................... 32
MNG3701-2021-6-E-1 ......................................................................................................................... 45
MNG3701-2021-10-E-1 ....................................................................................................................... 57
MNG3701-2022-1-E-1 ......................................................................................................................... 69
MNG3701-2022-6-E-1 ......................................................................................................................... 79
1
, DO NOT COPY AND PASTE ALWAYS PUT CONTENT IN YOUR OWN WORDS.
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 1
Question 1
Distinguish between intended, deliberate, emergent and realised strategies.
Chapter 2 p.36 -37 & Chapter 4 p.88 -89 [ Deliberate & Emergent Strategies]
MNG3701 Learning Unit 1 2015
Planned strategies are termed intended strategies, and when realised they are termed deliberate
strategies.
Intended strategies that fall by the wayside and are not realised are termed unrealized or abandoned
strategies.
Strategies that are not explicitly intended, are unplanned and emerge over time, often because of
changing environments or competitive circumstances, are termed emergent strategies.
If emergent strategies are realised, they become deliberate strategies together with realised intended
strategies.
Question 2
Explain the strategic importance of analysing the external environment and critically discuss the
various methods for external environment analysis.
Chapter 5 & Lesson 4
The external environment is made up of two major components the market environment and the
remote or macro environment. Organisations operate in an open system and therefore these areas are
outside of the control of the organisation (internal or micro environment) and it is strategically
important for any organisation to analyse these two environments to determine any opportunities to
explore or threats to avoid.
Two levels of analysis of the macro-environment that will influence the organisation’s strategic direction
and strategic actions are:
1. An analysis of the remote environment
a. The module used for this is PESTLE(G)
b. The Variables/factors to analyse are:
(P)olitical
(E)conomic
(S)ocio-cultural
(T)echnological
(L)egal
(E)nvironmental
(G)lobal – Trends are summarised in Table 5.2
2
, DO NOT COPY AND PASTE ALWAYS PUT CONTENT IN YOUR OWN WORDS.
2. An analysis of the market environment
a. The module used for this is Porters 5 Forces
b. The Variables/factors to analyse are:
i. Customers
ii. Existing competitors
iii. Potential Competitors
iv. Substitute providers
v. Suppliers
Question 3
Discuss the differences between and importance of both the tangible and intangible resources of an
organisation.
Chapter 6 & Lesson 5 & 2022 Tutorial Letter 202
Tangible resources are physical, observable and quantifiable assets of the organisation and include
physical things such as equipment, money, structures the sophistication and location of a plant, formal
reporting structures, technology used and patents. [Financial; Physical; Human; Organisational;
Technological]
Intangible resources are a subset of an organisations strategic resources and can be categorized into
three types, namely, human resources, innovation resources and reputational resources.
Both types of resources are important in an organisation as they are the productive assets owned by the
business and they are used to transfer inputs to outputs. Resources can also be used as the basis for the
formulation and implementation of strategies all though not all of them are strategically important.
Those that are strategically important should be identified and exploited accordingly.
3
, DO NOT COPY AND PASTE ALWAYS PUT CONTENT IN YOUR OWN WORDS.
MNG3701/101/3/2022 SELF-ASSESSMENT QUESTIONS SEMESTER 1 ASSIGNMENT 2
Question 1
Explain the role of governments in enhancing business conditions in Africa.
MNG3701 – Exam Prep (S1-2015) & Chapter 5 - 5.3.2
Governments can enhance/deter economic growth & development through their strategies, policies,
investment decisions. Main purpose, apart from ensuring political stability is to create an environment
conducive to economic growth, foreign investment, export promotion, job creation & poverty
alleviation. Role of governments is to provide an enhancing business environment in which businesses
can effectively deploy strategies to compete effectively.
Section focuses on strategies of overarching institutions like the AU, regional bodies (SADC) & individual
countries. For Africa to grow and comply with the AU and SADC strategic objectives, countries in Africa
will need to be more focused on improvement and growth, with maintenance of infrastructure of critical
importance.
AU and SADC objectives and strategies are aimed at infrastructure improvement and promoting exports
to increase the competitiveness of countries in the region, but these can only be implemented by
individual countries.
Question 2
Distinguish between resources, capabilities and core competencies
Chapter 6 & Lesson 5
Resources are a organisations productive assets five categories: financial capital resources, physical
capital resources, human capital resources, organisational capital resources and technological capital
resources There are tangible and intangible resources. Tangible resources + intangible resources =
create capabilities ……. which can be structured to become core competencies
Capabilities = clusters of activities that developed through the integration and interaction of specific
tangible and intangible resources to achieve a desired business goal. (Resource coordinating skills)
Core competencies are the resources and capabilities that combine to become the source of a
organisation’s competitive advantage…usually activities that add unique value to the goods and services
a company sells. These competencies represent what a company typically excels at…the areas where
they out-perform competitors.
4
