Module Outline

IIE Learn Module Outline BMNG5112/d/e/f/p/w/BMNB020
Business Management 1B
BMNG5112/d/e/p/f/w; BMNB020
MODULE OUTLINE 2021
(First Edition: 2019)
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© The Independent Institute of Education (Pty) Ltd 2021 Page 1 of 27

Table of Contents
Introduction.................................................................................................................................. 3
Using this Module Outline ........................................................................................................... 4
This Module on Learn................................................................................................................... 5
Icons Used in this Document and on Learn ................................................................................. 6
Module Resources........................................................................................................................ 7
Module Purpose ........................................................................................................................... 9
Module Outcomes........................................................................................................................ 9
Assessments ............................................................................................................................... 10
Module Pacer ............................................................................................................................. 12
Glossary of Key Terms for this Module ...................................................................................... 24

Introduction
This module will introduce you to the main functional areas within a business. Each area is examined in
detail and various theories and management techniques are discussed. You will learn about the role of
each functional area in an organisation. You will develop an understanding about how best to manage
each area. Some of the challenges and important decisions that functional managers make will be
examined.
Learning Unit 6 introduces the concept of strategic management. The content for this learning unit is
only contained in this guide and not in the textbook. Strategic management takes places above each
functional area and this section links concepts covered in both BMNG5111 and BMNG5112.
This module guide has been structured in such a way as to guide you through your prescribed textbook,
draw attention to important information and explain key concepts. Activities are provided for you to
engage with the material.
Please note that you are expected to read and research beyond your prescribed textbook and this
module guide. This is necessary to enhance your own learning and understanding. Useful references are
provided to assist you in developing a deeper understanding of the content.

Using this Module Outline

This module outline has been developed to support your learning. Please note that the content
of this module is on Learn as well as in the prescribed material. You will not succeed in this
module if you focus on this document alone.
• This document does not reflect all the content on Learn, the links to difference resources, nor the
specific instructions for the group and individual activities.
• Your lecturer will decide when activities are available/open for submission and when these
submissions or contributions are due. Ensure that you take note of announcements made during
lectures and/or posted within Learn in this regard.

This Module on Learn

Learn is an online space, designed to support and maximise your learning in an active manner. Its main
purpose is to guide and pace you through the module. In addition to the information provided in this
document, you will find the following when you access Learn:
• An assessment brief;
• A list of prescribed material;
• A variety of additional online resources (articles, videos, audio, interactive graphics, etc.) in each
learning unit that will further help to explain theoretical concepts;
• Critical questions to guide you through the module’s objectives;
• Collaborative and individual activities (all of which are gradable) with time-on-task estimates to
assist you in managing your time around these;
• Revision questions, or references to revision questions, after each learning unit.
Kindly note:
• Unless you are completing this as a distance module, Learn does not replace your
contact time with your lecturers and/or tutors.
• BMNG5112 is a Learn module, and as such, you are required to engage extensively
with the content on the Learn platform. Effective use of this tool will provide you
with opportunities to discuss, debate, and consolidate your understanding of the
content presented in this module.
• You are expected to work through the learning units on Learn in your own time –
especially before class. Any contact sessions will therefore be used to raise and
address any questions or interesting points with your lecturer, and not to cover every
aspect of this module.
• Your lecturer will communicate submission dates for specific activities in class and/or
on Learn.

Icons Used in this Document and on Learn

The following icons are used in all your modules on Learn:
Icon Description
A list of what you should be able to do after working through the learning unit.
Specific references to sections in the prescribed work.
Questions to help you recognise or think about theoretical concepts to be covered.
Sections where you get to grapple with the content/theory. This is mainly presented
in the form of questions which focus your attention and are aimed at helping you to
understand the content better. You will be presented with online resources to work
through (in addition to the textbook or manual references) and find some of the
answers to the questions posed.
Opportunities to make connections between different chunks of theory in the

module or to real life.
Real life or world of work information or examples of application of theory, using

online resources for self-exploration.

Module Resources
Prescribed Material (PM) for this Erasmus, B.J., Strydom, J.W. and Rudansky-Kloppers, S. 2019.
Module Introduction to business management. 11th ed. Cape Town:
Oxford University Press.
Recommended Readings, Miranda, S. 2013. 5 quality failures that shook the world [online]
Digital, and Web Resources Available at: http://www.processexcellencenetwork.com/six-
sigma-quality/articles/5-quality-failures-that-shook-the-world/
[Accessed 2 December 2020].
Zhang, G. and Xia, Y. 2013. Does quality still pay? A re-

examination of the relationship between effective quality
management and firm performance. Production & Operations
Management, 22(1), pp.120-136
Hunt, K. 2010. Finders’ keepers: social media strategies help find

top talent. Journal of Property Management, 75(6), pp.36-4.
Wyld, DC. 2011. Does more money buy more happiness on the
job?' Academy Of Management Perspectives, 25(1), pp.101-103.
Syedain, H. 2013. The new rules of recruitment (cover story).

People Management, pp 19-24.
Kotler, P and Armstrong, G. 2010. Marketing: creating and

capturing customer value. In: Kotler, P and Armstrong, G. 2010.
Principles of marketing. 13th edition. Upper Saddle River, (NJ):
Pearson Prentice Hall, pp.26–53.
Strydom, J. 2006. Creating market value for customers. In: Cant,

M.C., Brink, A. and Brijball, S. 2006. Consumer behaviour. Cape
Town: Juta, pp.28–39.
Kotler, P. 2011. Reinventing marketing to manage the

environmental imperative. Journal of Marketing, 75(4), pp.132–
135.
Manson, H. 2012. Capitec’s 6 P’s of marketing. AdVantage. 19,

pp.20–21.
Bezuidenhout, S. 2011. Basic financial concepts. In: Van Aardt, I.,

Hewitt, M., Bendeman, H., Bezuidenhout, S., Janse van Rensburg,

L., Naidoo, P., Van Aardt, C.J., Van der Bank, J. and Visser, T.
Entrepreneurship and new venture management. 4th ed. Cape
Town: Oxford University Press.
Correia, C. 2007. Financial management. 6th edition. Cape Town:

Juta.
Badenhorst-Weiss, J.A., van Biljon, F.H.B. and Hugo, W.M.S.

(Eds.) 2006. Purchasing and supply management. 5th Edition.
Pretoria: Van Schaik.
Amasaka, K. 2009, the foundation for advancing the Toyota

production system utilizing new JIT. Journal of Advanced
Manufacturing Systems, 8(1), pp.5-26.
Please note that a number of additional resources and links to

resources are provided throughout this module on the Learn
platform. You are encouraged to engage with these as they will
assist you in mastering the various objectives of this module.
They may also be useful resources for completing any
assignments. You will not, however, be assessed under
examination conditions on any additional or recommended
reading material.
Module Overview You will find an overview of this module on Learn under the
Module Information link in the Course Menu.
Assessments Find more information on this module’s assessments in this
document and on the Student Portal.

Module Purpose
The purpose of this module is to provide students with foundational knowledge of the main
functional areas of a business. Through examining the various processes, students will develop an
understanding of relevant concepts, techniques and methods applicable to managing each
functional area. In this context, strategic management is briefly explored in order to introduce
students to strategic thinking and concepts.
Module Outcomes
MO1 Demonstrate knowledge and understanding of the functional areas of a business.
MO2 Apply principles and practices related to various business functions.

Assessments
BMNG5112/ d/ e/ f/ p
Integrated Curriculum Engagement (ICE)
Minimum number of ICE activities to complete 4
Weighting towards the final module mark 10%
BMNG5112d, e, f, p
Assessments Test Assignment
Weighting 30% 25%
Duration 10 hours 10 hours
Learning Units covered Learning Unit 1 – 3 Learning Unit 1 – 4
(Theme 2 of LU3) (Theme 2 of LU4)
Total marks 60 100
Open/closed book Take Home Test N/A
Resources required The prescribed textbook and at least four other relevant textbooks, e-
books or articles. You will require library and web access.
BMNG5112w
Assessments Assignment 1 Assignment 2
Weighting 30% 25%
Duration 10 hours 10 hours
Total marks 100 100
Learning Units covered Learning Unit 1 – 3 Learning Unit 1 – 4
(Theme 2 of LU3) (Theme 2 of LU4)
Resources required The prescribed textbook and at least four other relevant textbooks, e-
books or articles. You will require library and web access.
BMNG5112d, e, f, p, w
Examination
Weighting 35%
Duration 10 hours
Total marks 120
Learning Units covered ALL Learning Unit
Open/ closed book Take Home Exam
Resources required The prescribed textbook and at least four other
textbooks, e-books or articles. You will require
library and web access.

Assessment Preparation Guidelines

Format of the Assessment Preparation Hints
(The Focus/Approach/Objectives) (How to Prepare, Resources to Use,
etc.)
Assignment This assignment will challenge you to do You will need to start preparation well
some independent reading and research in advance. Consult the recommended
on the material covered. additional readings in the relevant
This assignment has been designed with learning units. Read through the
two question styles in mind, the first prescribed chapters and relevant
being an essay to offer critical debate content and ensure that you have
and source integration. The second engaged in close reading of the
question is a practical-based question to indicated poem before you proceed
ensure that you apply your theoretical with your written analysis.
knowledge to a case study.
Test Questions will be theory-and application Remember to analyse all elements
based and will consist of a variety of required and ensure that your
formats. There may be limited true/false assignment is proofread and polished
questions however majority of questions for style, language.
will consist of short questions and longer
paragraph questions which requires Consult various sources such as:
application and OWN practical examples.
Furthermore, practical examples will be • Journal articles;
requested in case study and essay
questions. • Government gazette;
Examination Questions will be theory-and application
• Government publications;
based and will consist of a variety of
formats. There may be limited true/false • Books;
questions however majority of questions
will consist of short questions and longer • Newspapers;
paragraph questions which requires
application and OWN practical examples. • Articles and dissertations;
Furthermore, practical examples will be
• Conference proceedings.
requested in case study and essay
questions.
Note: Please avoid plagiarism by
acknowledging ALL sources used.

Module Pacer
Code Programme Sessions Credits
BMNG5112 BAC1; BACC1; BAM1; BBAH1; BBSC1; BCD1; 34
BCEC1; BCEL1; BCM1; BDI1; BDM1; BIT1; BM1;
BPD1; LAW1; BOB1
BMNG5112d BAM1d, BBA1d, BIT1d, BPD1d, BSC1d 36
12
BMNG5112e BBA1e 25
BMNG5112f BBA1f 34
BMNG5112p BCM1p, BIT1p, BPD1p 25
BMNG5112w BAM1w,BBA1w,BM1w,BPD1w,BSC1w 12
BMNB020 SLP: Business Management 1B 12 N/A
Learning Unit 1 Operations Management
Overview:
The purpose of this learning unit is to provide a broad overview of important aspects covered in the
sub discipline of operations management. It considers the nature of operations management and
provides definitions of related concepts, discussing each component of an operations-management
model.
This learning unit also classifies the different process types for manufacturers and service providers.
It focuses on the three main activities of operations management: operations design, operations
planning and control, and operations improvement. Selected tools, techniques and methods that
can be used in performing these activities are also introduced.
If you are a contact student, you will likely spend five sessions on this learning unit.
If you are a part-time student, you will likely spend three sessions on this learning unit.
If you are a distance student, you will likely complete this learning unit during the course of
Academic Week 1.
If you are a student on an IIE digital campus, you should complete this learning unit during the
course of Academic Week 1 and will likely spend seven sessions on this learning unit.
Please work through Themes 1, 2 and 3 on Learn, together with the relevant sections of your
prescribed source/s. To ensure that you are working towards mastering the objectives for this
learning unit, please also ensure that you complete the following activities on Learn:

Learning Unit 1
BMNG5112 Theme : Operations Management Prescribed
Sessions: 1 – 5 Material (PM)
BMNG5112d Theme 1: Importance of Operations Management PM: Chapter 11
Sessions: 1 - 5
BMNG5112e • Explain the importance of operations management
Sessions: 1–3 for a business.
BMNG5112f Theme 2: System Processes and Operational Design
Sessions: 1–5
BMNG5112p • Describe the components of an operations
Sessions: 1–3 management model;
BMNG5112w/ • Discuss the six general operations management
BMNB020 performance objectives;
Week 1
• Explain how the system of classifying process types
Related
according to manufacturing and services may assist
Outcomes:
operations managers;
MO001
• Discuss operations design and how it needs to be
MO002
managed.
Academic Week:
Theme 3: Operations Planning, Control and Improvements
1
• Discuss operations planning and control, and how
these need to be managed to ensure efficient
manufacturing of products and services;
• Discuss the management of operations
improvement to provide more effective and efficient
manufacturing of products and service delivery to
achieve a competitive advantage.
25% of ICE tasks to have been completed at this point

Learning Unit 2 Human Resources Management and the SA Labour Legislative Framework
Overview:
The purpose of this learning unit is to introduce you to human resources management within an
organisation, to explain the theories on the motivation of human resources and to provide an
overview of labour legislation impacting the workplace.
If you are a contact student, you will likely spend six sessions on this learning unit.
If you are a part-time student, you will likely spend three sessions on this learning unit.
Academic Week 3.
course of Academic Week 3 and will likely spend seven sessions on this learning unit.
learning unit, please complete the following activities on Learn.

Learning Unit 2
BMNG5112 Theme: Human Resources Management and the SA Labour Prescribed
Sessions: 6 – 11 Legislative Framework Material (PM)
BMNG5112d Theme 1: Human Resource Management in an Organisation PM: Chapter 12
Sessions: 6 - 11
BMNG5112e • Explain the relationship between line management
Sessions: 4-6 and the Human Resources department.
BMNG5112f Theme 2: Recruitment, Development and Motivation
Sessions: 6 – 11
BMNG5112p • Describe the processes involved in:
Sessions: 4-6
BMNG5112w/ o human resources planning;
BMNB020 o the recruitment of qualified employees;
Week 1 o the development of qualified employees;
Related o retaining employees;
Outcomes: o motivating employees.
MO001 Theme 3: South African Legislation
MO002 • Discuss the labour legislation that impacts the
Academic week 3 workplace, with special reference to:
o The South African Constitution;

o Labour relations;
o Grievances and disciplinary issues;
o Basic conditions of employment;
o Employment Equity;
o Skills development and associated levies;
o National Qualifications Framework;
o Occupational Health and Safety;
o Compensation for occupational injuries;
o Unemployment insurance.

Learning Unit 3 Marketing
Overview:
It is important to be aware of the role of marketing as a central part of any business's activities. This
learning unit focusses on the evolution of marketing; the marketing concept; defining marketing;
components of the marketing process and how the elements are linked; market research;
collection, analysis and interpretation of information used to understand consumer behaviour; and
segmenting consumers accordingly. The learning unit ends off with discussions on the marketing
mix.
If you are a contact student, you will likely spend seven sessions on this learning unit.
If you are a part-time student, you will likely spend six sessions on this learning unit.
Academic Week 5.
course of Academic Week 5 and will likely spend 10 sessions on this learning unit.
learning unit, please complete the following activities on Learn:

Learning Unit 3
BMNG5112 Theme: Marketing Management Prescribed
Sessions: 12–18 Material (PM)
BMNG5112d Theme 1: What is Marketing? PM: Chapter 13
Sessions: 12-18
BMNG5112e • Define marketing in your own words;
Sessions: 7-12 • Explain the evolution of the marketing thought;
BMNG5112f • Explain the marketing concept;
Sessions: 12–18 • Distinguish between the components of the
marketing process.
BMNG5112p Theme 2: Aspects to consider in marketing
Sessions: 7-12
BMNG5112w/ • Discuss:
BMNB020
Week 5 o Market research methodologies and
Related techniques;
Outcomes: o Consumer behaviour and its determinants;
MO00X o Market segmentation;
MO00X o Criteria for market segmentation;
Academic week 5 o Target market selection and positioning;
o Pricing decisions including the price-
determination process and how final prices can
be adapted;
o Distribution decisions;
o The evaluation of distribution channels;
o The concept of channel leadership;
o Marketing communication decisions;
o What a product is, its classification, packaging
and branding;
o Product obsolescence;
o The product life cycle and appropriate
marketing strategies to be undertaken at each
stage.
Theme 3: Marketing Communications
• Discuss marketing communication decisions;
• Distinguish between marketing instruments;
• Distinguish between different marketing
communication methods; and
• Discuss customer service.

Learning Unit 4 Financial Management
Overview:
The purpose of this learning unit is to explain what financial management entails and to illustrate
financial decision-making.
If you are a contact student, you will likely spend nine sessions on this learning unit.
If you are a part-time student, you will likely spend five sessions on this learning unit.
Academic Week 7.
course of Academic Week 7 and will likely spend 11 sessions on this learning unit.
learning unit, please complete the following activities on Learn:

Learning Unit 4
BMNG5112 Theme: Financial Management Prescribed
Sessions: 19– 27 Material (PM)
BMNG5112d Theme 1: Concepts and Principles of Financial PM: Chapter 14
Sessions: 19 - 27 Management Sections to be
BMNG5112e • Discuss financial management concepts; covered: 14.1,
Sessions: 13 - 17 • Describe the fundamental principles of financial 14.2, 14.3, 14.4,
management. 14.5, 14.7, 14.8,
BMNG5112f Theme 2: Financial calculations 14.10, 14.11.
Sessions: 19 - 27
BMNG5112p • Determine the break-even point of a business
Sessions: 13 - 17 organisation;
BMNG5112w/ • Distinguish between different:
BMNB020
Week 7 o Financial analysis methods;
Related o Financial markets;
Outcomes: o Short-term financing methods;
MO001 o Long-term financing methods.
MO002 Theme 3: Financial management and control
Academic week 7 • Distinguish between and apply different:
o Financial planning and control methods and

principles;
o Methods to manage and control current
assets;
o Control long term investments and capital
budgets.
• Discuss the sources of finance for small businesses;

• Explain what is meant by the cost of capital and the
management of risk.

Learning Unit 5 Purchasing and Supply Chain Management
Overview:
The purpose of this learning unit is to place the purchasing or sourcing function and its role in an
organisation into perspective, and to explain the management, process and activities of the
function.
If you are a contact student, you will likely spend four sessions on this learning unit.
If you are a part-time student, you will likely spend four sessions on this learning unit.
Academic Week 10.
course of Academic Week 10 and will likely spend four sessions on this learning unit.
Please work through Theme 1 on Learn, together with the relevant sections of your prescribed
source/s. To ensure that you are working towards mastering the objectives for this learning unit,
please complete the following activities on Learn.

Learning Unit 5: Theme Breakdown

BMNG5112 Theme: Purchasing and Supply Management Prescribed
Sessions: 28 - 31 Material (PM)
BMNG5112d Objectives: PM: Chapter
Sessions: 28 - 32 15
BMNG5112e Theme 1: Purchasing and Supply Chain Management
Sessions: 18 - 21 • Explain the importance of the purchasing and supply
BMNG5112f function to a business;
Sessions: 28 - 31 • Explain control in the purchasing and supply function;
BMNG5112p • Discuss the management tasks of the purchasing and
Sessions: 18 - 21 supply manager;
BMNG5112w/ • Describe the components of the purchasing
BMNB020 process, explaining what each component entails;
Week 10 • Describe each of the following components in the
Related purchasing process:
Outcomes:
MO001 o Quality decisions as a purchasing and supply
MO002 activity;
Academic week o Selection of purchasing and supply quantities;
10 o Selection and management of suppliers;
o Pricing decisions;
o Timing of purchases.

Learning Unit 6 Introduction to Strategic Management
Overview:
This learning unit introduces the concept of strategic management, discussing the various concepts
and processes involved in the setting of a mission and vision statement and to develop a generic
strategy framework.
If you are a contact student, you will likely spend three sessions on this learning unit.
If you are a part-time student, you will likely spend four sessions on this learning unit.
Academic Week 12.
course of Academic Week 12 and will likely spend three sessions on this learning unit.
Please work through Themes 1 and 2 on Learn, together with the relevant sections of your
learning unit, please complete the following activities on Learn.

Learning Unit 6
BMNG5112 Theme: Introduction to Strategic Management Prescribed
Sessions: 32–34 Material (PM)
BMNG5112d Theme 1: Importance of Strategic Management PM: Learn
Sessions: 33-36 Guide
BMNG5112e • Explain the concept of strategic thinking and strategic
Sessions: 22–25 management.
BMNG5112f Theme 2: The Strategic Management Process
Sessions: 32–34
BMNG5112p • Discuss the importance of and activities involved in
Sessions: 22–25 each step in the strategic management process;
BMNG5112w/ • Explain the importance of alignment in strategic
BMNB020 management;
Week 12 • Evaluate a vision and mission statement of an
Related organisation;
Outcomes: • Identify the strategy of an organisation using Porter’s
MO001 generic strategy framework.
MO002

Glossary of Key Terms for this Module

Term Definition
Affirmative action A duty placed on certain employers to ensure that, over time, the
workforce represents the demographics of the society. In South Africa,
this results in the promotion of certain previously disadvantaged
groups over others in certain employment opportunities. (Du Toit et
al., 2010: 342)
Asset Possessions of the business defined into fixed assets such as land and
buildings and current assets such as cash and stock. (Du Toit et al.,
2010: 423)
Balance sheet Also known as a statement of financial position. Provides a snapshot of
the financial position of a business at a specific point in time. Includes
assets, liabilities and equity. (Du Toit et al., 2010: 422)
Brand A word, letter, group of words or symbol unique to the product items
or ranges produced by a particular business. (Du Toit et al., 2010: 388)
Break–even “When total costs are equal to total income – no profit or loss is
analysis realised.” (Du Toit et al., 2010: 429)
Capacity “The maximum level of value added activity over a period of time that
the process can achieve under normal operating circumstances.” (Du
Toit et al., 2010:271)
Channel leadership “The ability of a particular channel member to control or influence the
decision-making and behaviour of another channel member, or one
channel member's potential to influence another channel member.”
(Du Toit et al., 2010:403)
Compensation Includes direct monetary payments, for example salaries, indirect
compensation, for example leave benefits, and rewards such as salary
increases and bonuses (Du Toit et al., 2010: 310)
Consumer The behaviour including processes and acts that consumers go
behaviour through when choosing whether to purchase a product. (Du Toit et al.,
2010: 373)
Direct “The basic monetary wage or salary that a person receives.” (Du Toit
compensation et al., 2010: 310)
Distribution The intermediaries involved in transferring a product from
channels manufacturer to consumer. (Du Toit et al., 2010: 401-403)
Education “To provide employees with general knowledge that can be applied in
many different settings and is usually carried out remote from the
actual work area (Accel Team Development n.d.(a))

Term Definition
Employee Training “The systematic development of the attitude, knowledge, skill pattern
required by a person to perform a given task or job adequately” (Accel
Team Development n.d.(a))
Employment equity Expressed in the Employment Equity Act, it the process to do away
with all forms of unfair discrimination and apply affirmative-action
measures to redress discrimination in the past. (Du Toit et al., 2010:
340)
Human Resources “Determining Human Resources needs, and attracting, developing,
management motivating and keeping a qualified work force within the South African
labour relations framework.” (Du Toit et al., 2010: 291)
Human Resources “The process of using an organisation’s goals and strategy to forecast
planning the organisation’s Human Resources needs in terms of finding,
developing and keeping a qualified workforce.” (Du Toit et al., 2010:
294)
Indirect “The benefits that an employee receives in addition to a monetary
compensation wage or salary, for example leave and travel allowances.” (Du Toit et
al., 2010: 310)
Input The resources needed to carry out a process or provide a service. Both
those resources to be transformed and the resources required to
make transformation possible. (Du Toit et al., 2010: 254)
Inputs The resources needed to carry out a process or provide a service. Both
those resources to be transformed and the resources required to
make transformation possible. (Du Toit et al., 2010: 254)
Job analysis The process of describing and recording information about a specific
job. (Du Toit et al., 2010: 294)
Job description A summary of the duties and tasks of a particular job. (Du Toit et al.,
2010: 295)
Job responsibilities “an organised, factual statement of the duties and responsibilities of a
specific job” (Swarts et al., 2008: 52)
Job specification Detail of the knowledge, skills and abilities necessary to perform a
specific job. (Du Toit et al., 2010: 295)
Market The process of subdividing a market into distinct subsets of customers
segmentation that have similar needs. Each segment may then be targeted using a
different marketing strategy (Du Toit et al., 2010: 379)
Marketing concept The ethical code according to which marketing is performed. Includes
the principles of profitability, consumer orientation, social
responsibility and organisational integration. (Du Toit et al., 2010: 362)

Term Definition
Method study Entails the systematic recording and critical investigation of present
and proposed work methods in order to develop and apply easier and
more effective methods to reduce costs. (Du Toit et al., 2010: 270)
Operations design Involves the design of products and services, as well as the design of
operational processes to provide these products so that the needs of
customers can be satisfied. (Du Toit et al., 2010:.262)
Operations “Responsible for the transformation process that transforms inputs
function from the environment into outputs to the environment, thus creating
products and providing services that will meet the needs of society
making a profit.” (Du Toit et al., 2010: 246)
Operations Management of the function with transforms inputs into outputs,
management which are products manufactured or services rendered (Du Toit et al.,
2010: 247)
Outputs Products or services produced by a transformation process (Du Toit et
al., 2010: 256)
Packaging The activities involved in designing, manufacturing and filling a
container or wrapper for the product so that it can be effectively
protected, stored, transported, identified and marketed. (Du Toit et
al., 2010: 391)
Performance Any system of determining how well an employee has performed
appraisal during a period of time. This is frequently used as a basis for
determining merit increases. It is primarily about counselling and
feedback on ways to improve performance at an individual and team
level, and the quality of work relationships.
Price “The exchange value of a product or service, closely linked to benefit
and value” (Du Toit et al., 2010: 399)
Process technology “Refers to the machines, equipment and apparatus used in the
transformation process to transform materials, information and clients
so that products and/or services can be manufactured or provided.”
(Du Toit et al., 2010: 266)
Product or service Anything that can be offered to a customer in order to satisfy his or
her needs. (Du Toit et al., 2010: 387)
Publicity The making of company or product news available to the mass media
to try and obtain a favourable and free media review. (Du Toit et al.,
2010: 409)
Quality From an operations management perspective quality is defined as
“consistent conformance to customer’s expectations.” (Du Toit et al.,
2010: 275)

Term Definition
Recruiting “To ensure that a sufficient number of applicants apply for the various
jobs in the business as and when required.” (Du Toit et al., 2010: 297)
Relationship The process of building relationships with loyal and profitable clients
marketing for mutual benefit. (Du Toit et al., 2010: 361)
Reward A voluntary acknowledgment of an individual’ good work performance
which can take several forms. (Du Toit et al., 2010: 311)
Salary A monthly payment to an employee for work performed. (Du Toit et
al., 2010: 310)
Selection “The process of choosing the individual best suited for a particular
position from a group of applicants.” (Swarts et al., 2008: 72)
Strategic choice Choosing the right strategies to attain the strategic goals most
effectively and efficiently. (Du Toit et al., 2010: 538)
Strategic direction Usually consists of a vision and mission statement that provides
impetus and direction to the organisation. (Du Toit et al., 2010: 535)
Strategic The actual implementation of the chosen strategy. (Du Toit et al.,
implementation 2010: 539)
Strategic Considers the organisation’s environment (internal and external) to
management identify opportunities and threats, as well as internal strengths and
weaknesses in order to find ways to create value for stakeholders. (Du
Toit et al., 2010: 529)
Strategic objectives “Objectives that are typically long in nature (three to five year focus)
and are measurable outcomes.” (Du Toit et al., 2010: 533)
Strike The partial or complete refusal, retardation or obstruction of work.
(Du Toit et al., 2010: 333)
Total quality “a management philosophy that primarily aims to satisfy the needs
management and expectations of customers/clients by means of high-quality
products or services, and endeavours to shift the responsibility for
quality from the operations management to the entire business.” (Du
Toit et al., 2010: 280)
Wage “Weekly compensation which workers receive in exchange for their
labour.” (Du Toit et al., 2010: 310)
Work “The application of techniques designed to determine how long it
measurement takes a trained and qualified worker to do a specific job at a fixed level
of performance.” (Du Toit et al., 2010: 270)
Work study An analysis of a specific job in an effort to find the most efficient
method in terms of time and effort. (Du Toit et al., 2010: 269)

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IIE Learn Module Outline BMNG5112/d/e/f/p/w/BMNB020

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Using this Module Outline

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This Module on Learn

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Icons Used in this Document and on Learn

Specific references to sections in the prescribed work.

Questions to help you recognise or think about theoretical concepts to be covered.

Opportunities to make connections between different chunks of theory in the

Real life or world of work information or examples of application of theory, using

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Zhang, G. and Xia, Y. 2013. Does quality still pay? A re-

Hunt, K. 2010. Finders’ keepers: social media strategies help find

Syedain, H. 2013. The new rules of recruitment (cover story).

Kotler, P and Armstrong, G. 2010. Marketing: creating and

Strydom, J. 2006. Creating market value for customers. In: Cant,

Kotler, P. 2011. Reinventing marketing to manage the

Manson, H. 2012. Capitec’s 6 P’s of marketing. AdVantage. 19,

Bezuidenhout, S. 2011. Basic financial concepts. In: Van Aardt, I.,

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Correia, C. 2007. Financial management. 6th edition. Cape Town:

Badenhorst-Weiss, J.A., van Biljon, F.H.B. and Hugo, W.M.S.

Amasaka, K. 2009, the foundation for advancing the Toyota

Please note that a number of additional resources and links to

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Assessment Preparation Guidelines

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o The South African Constitution;

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Learning Unit 3 Marketing

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Learning Unit 4 Financial Management

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o Financial planning and control methods and

• Discuss the sources of finance for small businesses;

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Learning Unit 5 Purchasing and Supply Chain Management

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Learning Unit 5: Theme Breakdown

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Learning Unit 6 Introduction to Strategic Management

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Glossary of Key Terms for this Module

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