The option that is NOT an advantage of functional departmentalisation is: **c. The flow of information tends to be slow, resulting in coordination and control challenges.** This statement describes a disadvantage of functional departmentalisation rather than an advantage. The other options highlight positive aspects of this organizational structure.

The situation described relates to **c. the span of management**. The span of management refers to the number of subordinates that a manager or supervisor can effectively oversee. In this case, Deon Smith manages three supervisors, who each oversee a group of staff members, illustrating an organizational structure based on spans of control.

The correct answer is: **b. Line authority consists of direct and clear lines of authority from top management.** Line authority refers to the direct authority that flows from top management down through the organizational hierarchy, with each level of management having authority over the levels below it.

This is an example of a **b. diversification** corporate growth strategy. Diversification involves expanding into new markets or products to increase growth opportunities, which is what African Destination Hotels is doing by investing in various African countries.

c. mission statement

This is an example of **d. market development**. Sophie is expanding her company's reach by entering new markets (inner cities) and renovating properties, which aligns with the concept of market development—seeking to grow by targeting new customer segments or geographic areas.

The factor that does NOT influence the goals and plans of an organization is: c. connections While connections can play a role in networking and partnerships, the other options (values, environment, and management experience) directly impact the organizational goals and strategic planning.

This is an example of **concentration growth** (option b). Concentration growth refers to a strategy where a company focuses on increasing its existing business operations, such as through investment in the expansion and maintenance of retail stores.

The main purpose for planning as associated with Jabulani Nzimande's approach can best be summarized by: **a. Planning ensures effective control.** This option directly highlights the relationship between planning and the implementation of control mechanisms, which aligns with Jabulani's objective to establish effective controls throughout the year.

Florence Mashaba, as a supervisor at the factory, is likely to formulate: **a. operational goals** Operational goals are typically specific, short-term objectives that are set at the operational level of an organization, focusing on day-to-day activities. They are aligned with tactical goals and help achieve broader organizational strategies.

Mangalani Mudau would determine whether the implemented plan resulted in the attainment of the established goals during: **b. Step 5: Reactive planning.** Reactive planning typically involves assessing the outcomes of the implemented plans and determining if the goals set in the initial step were achieved.

This is an example of a **medium-term** plan, which is set by **middle-level** managers. So the correct answer is: **b. medium-term; lower-level**

The correct answer is: c. goal setting; developing plans; implementation

The correct answer is **a. efficiency**. Efficiency refers to the ability to achieve a goal using the least amount of resources possible. In this case, the goal is to reach a target of 100 tons worth of deliveries per month while minimizing the use of labor, input, time, and equipment.

The correct answer is **b. re-engineering**. Re-engineering emphasizes the importance of focusing on an organization's core activities and often involves outsourcing non-core functions to enhance efficiency and effectiveness.

The correct statement about the middle management level is: **d. Middle managers design and carry out tactical plans.** Middle managers typically focus on implementing the strategic goals set by upper management through tactical planning and coordinating the activities of lower management and staff.

Steven Ndou, as the Finance Manager at the City of Cape Town metropolitan municipality, is a member of **a. middle** management.

d. the contingency approach to management The contingency approach to management suggests that there is no single best way to manage; instead, it emphasizes adapting management styles and practices to the specific context and circumstances. In this case, Mr. Yusuf Affi is recognizing that different environments (manufacturing vs. academic) require different approaches to management, and he should adapt his style accordingly to suit the