Kindly please read through the case study to answer the provided questions.

CASELET 1: SEVEN TREES HOTEL (ONLY APPLICABLE TO QUESTIONS 1 TO 4) Seven Trees Hotel was established in 1960 by Mr Patrick Long who identified the need for a no-frills hotel in his hometown in the Northern Cape. This town is situated next to the N2 national highway, about one hour's drive from Bloemfontein. Motorists travelling from Mpumalanga, Limpopo Province as well as Gauteng drive past this town on their way to the Western Cape and often use it as a stopover on this long journey. Mr Patrick Long decided in the early 1960s that the hotel will only offer bed and breakfast to travellers who need accommodation for one night only. He also decided that the accommodation will be clean and comfortable but very basic. All 24 bedrooms are en-suite. Room rates are from R380-00 per night per person sharing to R460-00 for larger rooms. Some of the rooms have two single beds while the larger rooms have a double bed. The rooms do not have television or Wi-Fi. No room service is provided to guests. The hotel also does not have a swimming pool or any other luxuries. When Mr. Patrick Long passed away two years ago, the hotel was still functioning as it was when it was founded. His only son, Mr Dennis Long, inherited the hotel as well as all his other assets - including a very large amount of cash. Mr Dennis Long resigned as a geologist at a small organisation in the same town to realise his lifelong dream of walking through Africa. He decided to appoint a family member, Ms Jenny Black, as general manager of the hotel. She accepted the job and resigned as a bookkeeper from her organisation in Gauteng. She had no previous management experience but was a senior bookkeeper for 22 years. She was described by her bookkeeping organisation as the best bookkeeper ever'. The rest of the staff (managers and workers) remained in their positions when she took over as the hotel's general manager. (See Figure 1.1 below.) Staff members are all from the local community. In many cases the salaries that they earn at the hotel are the only incomes for their families. These salaries/wages are so low that only the basic needs of these families can be met. Figure 1.1 Seven Trees organisational structure General Manager: Ms Jenny Black Manager: Admin and Finance Manager: Operations Manager: Sales Manager: HR Manager: Housekeeping Manager: Food and Beverage 5 Since Ms Black took over as general manager of the hotel, the net profit of the hotel has dropped by 15% annually. Annual income has dropped from Ri 100 000 to less than R700 000 since Ms Black's appointment as general manager. Ms Black blames external factors for the poor financial performance. She is particularly outspoken about the roadworks that were done to the N2 during the past October and which caused motorists to take an alternative route that did not go past the hotel's entrance. Since she took over as general manager the operations manager as well as the sales manager resigned. The workforce has become increasingly unhappy with the situation at work with the result that absenteeism has increased dramatically. customer complaints have increased and theft of hotel items has become a major problem. Ms Black's focus was initially on improving each department in the hotel. She implemented a system whereby each employee's work was measured against very strict output targets. For instance, the house cleaners had exactly 36 minutes to clean a room and bathroom. According to her this is how long it should take a house cleaner to make a bed, vacuum the carpets and clean the bathroom. She also did not allow the house cleaners to talk to each other during their shifts as they were there to work and not to socialise. She had zero tolerance for mistakes, such as breaking something or arriving late for work (for whatever reason). Quality was, according to Ms Black, not negotiable. She had many arguments with staff regarding her idea of quality work versus what the staff considered good quality work. Her major arguments with the Manager: Administration and Finance were about his loyalty to the hotel as he has made it clear to her that he would leave the employment of the hotel as soon as he gets a better offer elsewhere. Ms Black addressed all managers and workers during a recent meeting saying that she has only one goal for the hotel for the next year. That goal is to make as much money as possible. She also stated that in order to curb costs the small hotel bus will no longer transport workers from their homes to the hotel and back. Workers will now be responsible for their own transport. She further requested all managers and staff to motivate themselves as this is not her job to keep them motivated. The day after the meeting three of the housekeeping staff were absent. They have not returned to work yet. Ms Black has taken over their housekeeping work and cleans the bedrooms herself now. This leaves her exhausted at the end of the day with no time to manage the hotel. Many of the disgruntled hotel guests have taken to social media to complain about the hygiene in the hotel. poor service, unfriendly managers, intoxicated staff and a host of other complaints. Despite all these complaints Ms Black is adamant that factors outside of her control are causing the hotel's problems. One of the unhappy hotel guests made the comment on Facebook that ... the only way for the hotel to survive would be to start from scratch.... Ms Black became violently ill as a result of the work situation and ended up in hospital where she was treated for major work stress. Her doctor also issued her with a sick leave note stating that she will be absent from work for ten days. In the meantime, the hotel guests (the few who still booked and paid their deposits) kept on arriving at the hotel to find total chaos. The reception clerk was nowhere to be found so they couldn't book in. In fact, the only worker still at the hotel was the gardener who started working at the hotel when it was founded. Source: Smit, Botha and Vrba (2016) 1. Figure 1.1 is proof that principles from the classical management approaches are still used in modern day business. Explain which classical management approach(es) is/are reflected clearly in this figure. 2. Discuss three (3) examples (2 marks each) from caselet 1 that describe how Taylor's scientific approach to management is used by Ms Black. (6) 3. Explain how Ms Black can use Taylor's scientific approach to management to motivate staff to work more productively. 4. Complete the following diagram with direct quotes from caselet 1 that pertain to the different management approaches. (5) Direct quote from the caselet Management approach Weber's bureaucratic approach Systems approach TQM Re-engineering