$1.\_\_\_\_\_\_\_,$ a $\_\_\_\_\_\_\_$ level manager, would typically focus on $\_\_\_\_\_\_\_.$

$1$ Mr Ngwenya; middle; increasing effectiveness

$2$ Mrs Khumalo; middle; establishing organisational goals

$3$ Mr Botha; first$-$line; developing and fine$-$tuning skills and know$-$how

$4$ Mrs Khumalo; top; the daily supervision of the non$-$managerial employees

$2.$ Mr Ngwenya's actions provide an example of him handling the $\_\_\_\_\_\_\_$ managerial

task well.

$1$ leading

$2$ planning

$3$ controlling

$4$ organising

$3.$ Ms Riley fulfils the $\_\_\_\_\_\_\_$ managerial role, more specifically a $\_\_\_\_\_\_\_$ role.

$1$ interpersonal; leader

$2$ interpersonal; figurehead

$3$ informational; disseminator

$4$ decisional; disturbance handler

$4.$ Mr Ngwenya's $\_\_\_\_\_\_\_$ managerial skills are evident in the scenario.

$1$ conceptual

$2$ technical

$3$ human

$4$ expert

$5.$ Which approach to managing diversity is Shoprite following?

$1$ Platinum rule

$2$ Leveraging variety

$3$ Integrating diversity

$4$ Discrimination $$ fairness

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$6.$ In the section, 'Shoprite: A place to be more', the moral principle of $\_\_\_\_\_\_\_$ justice

is evident.

$1$ distributive

$2$ procedural

$3$ retributive

$4$ interactional

$7.$ In the section, 'Shoprite: A place to be more', $\_\_\_\_\_\_\_,$ which is a source of culture,

is evident.

$1$ the employment relationship

$2$ characteristics of members

$3$ organisational structure

$4$ organisational ethics

$8.$ In the section, 'Shoprite: A place to be more', the $\_\_\_\_\_\_\_$ type of culture is evident.

$1$ inert

$2$ weak

$3$ adaptive

$4$ hierarchy

$9.$ Refer to the section titled 'Shoprite's management: a dynamic team'. Consider the

principles for mobilising your organisational culture set out by Katzenbach,

Oelschlegel and Thomas $(2016)$ and answer the question.

Mr Botha's role and duties in this internal project point to the principles of $\_\_\_\_\_\_\_$

and $\_\_\_\_\_\_\_.$

$1$ changing behaviours and mind$-$sets will follow; focusing on a critical few

behaviours

$2$ deploying your authentic leaders; linking behaviours to business objectives

$3$ not letting formal leaders of the hook; deploying your authentic leaders

$4$ demonstrating impact quickly; focusing on a critical few behaviours

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$10.$ When did Shoprite follow an international expansion strategy?

$11984$

$21990$

$31991$

$42010$

$11.$ When acquiring the Checkers chain in $1991,$ Shoprite implemented a $\_\_\_\_\_\_\_$

corporate$-$level strategy.

$1$ market expansion

$2$ forward integration

$3$ backward integration

$4$ related diversification

$12.$ Which corporate$-$level strategy did Shoprite implement in August of $1995?$

$1$ Market expansion

$2$ Backward integration

$3$ Concentrated growth

$4$ Related diversification

$13.$ When analysing Shoprite's environment in $2012,$ the Shoprite brand would have

been seen as an example of a$/$an $\_\_\_\_\_\_\_.$

$1$ threat

$2$ strength

$3$ weakness

$4$ opportunity

$14.$ Which type of team is the group of managers situated at Shoprite headquarters?

$1$ Top management

$2$ Cross functional

$3$ Interest group

$4$ Task force