If top management wants to retain power and authority in the hands of higher-level managers, they would be involved in a **d. centralisation** process. Centralisation refers to the concentration of decision-making authority at higher levels in an organization, which keeps power with top management rather than distributing it throughout lower levels.

The correct answer is: b. wide A wide span of control means that a manager oversees many subordinates.

The correct statement concerning the informal organisation is: **c. The informal organisation involves the interpersonal relations between people in the organisation.** The informal organisation refers to the network of personal and social relationships that arise spontaneously as people interact within a formal organisational structure.

The major advantage of the matrix organizational structure is: **c. Specialised knowledge of employees is used to maximum effect.** In a matrix structure, employees report to multiple managers (such as functional and project managers), which allows the organization to leverage their specialized skills and knowledge across various projects and teams. This structure encourages collaboration and facilitates the sharing of expertise, ultimately

Gezani Mahumani's role as a finance manager advising line managers on financial matters suggests that he has **a. staff authority**. Staff authority is typically characterized by the ability of a staff member (like a finance manager) to advise and support line managers in decision-making, without having direct control over those line managers.

d. Organising inspires and motivates employees, especially if the employees can perceive a specific link between their performance and the rewards they receive. This option is not directly related to the function of organizing. Instead, it pertains more to motivation and employee engagement, which are influenced by leadership and management practices rather than the act of organizing itself. The other options directly relate to the importance

The correct answer is: c. span of management The span of management refers to the number of subordinates who report directly to a manager or supervisor. In this case, Piet van Staden is determining how many cashiers and laborers will report to each supervisor, which relates to the span of management.

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.