Part $2$

$($Marks: $100)$

Part $2$: Question $1$

$[$Marks: $35]$

Until recently, BMW South Africa did not have a standardised leave process in place. The HR department had

manually tracked employee leave requests, causing confusion and inefficiency. In addition, employees had

different ideas about what constituted a reasonable leave request, leading to inconsistencies in how leave

was approved and denied.

Create a BPMN diagram that shows a comprehensive leave process that would be easy to use and provide

clarity to everyone involved. The following steps were taken to create the leave process.

Identify the type of leave.

Submit a request for leave form.

Manager to review the request for leave and make a decision to approve.

Inform human resources about the leave to approve.

Part$\mathrm{.}2$: Question $2$

$($Marks: $15)$

How can choreography help to improve transparency and accountability in a business process involving

multiple parties?

Part $2$: Question $3$

$($Marks: $30)$

Three actors are involved in the recovery process at BMW South Africa when a fault has been identified:

Production Department $($DP$).$

Technical Department $($DT$)$

Quality department $($DQ$).$

When reporting a failure, the reporting person $($Tester from the technical department$)$ determines the type

of failure: mechanical, electrical, or other, which should be understood as a type of failure unknown or

simultaneous occurrence of mechanical and electrical failure$).$ After a failure has been recovered, the

Technical Department is responsible for recovery and shall send the information to the Production

Department. The production department runs a series of tests on a given machine to confirm the

effectiveness of the repairs. After the test series, the quality department performs a quality assessment of

the defined product parameters. If the product meets the requirements, the Quality Department approves

the Production repaired product. The production department sends the sales approval information to the

Marketing department. In case of a negative quality assessment, the quality department will forward the

information to the technical department expecting repairs to be completed correctly.

Based on the case study in Part $1$ and the scenario above, create a BPMN diagram initiated from the failure

report to the time that the production department can inform the Marketing department that the car can

now be sold. Part $1($Marks: $100)$

BMW South Africa Case Study

Manage Alignment between Vision, Culture, and Image for BMW South Africa

BMW$$s South Africa vision, culture, and image were all perfectly matched with one another. The firm was

established to give drivers and riders an experience allowing them to feel and show affection for their

automobile or motorcycle. The company$$s history is built on producing high$-$quality items that consumers

were and continue to be happy to be affiliated with $($Cornelissen$,2008).$ The vehicles and bikes are made with

love, and the culture is passed down from generation to generation.

Vision $$ The inspiration of the leaders for the company, that is about shared belief. Share inspiration to

people with car tuning in terms of agility and belief in number one that managed premium car brand lending

or shaped tomorrow$$s premium mobility.

Culture $$ Organisation values, behaviours, and attitudes that are about dedicated workforces. BMW

company has been managing in terms of passion and enjoyment with organisation, teamwork and personnel

development of employees, equal opportunities and diversity, and their beliefs in the organisation.

Image $$ Outside world$$s overall impression of the company, that is$,$ means high$-$quality products and services

of BMW company, invent innovations and building a good reputation by shaping their car in terms of premium

mobility $($Quality products and services$).$ Stakeholder engagement by communication and listen to opinions

$($Stakeholders engagement$).$

The existence of gaps between Vision, Image, and Culture is also a possibility.

Four values of BMW

When it comes to the worldwide automobile industry, BMW is a German automobile manufacturer

specialising in luxury categories. As a result, they have become the firm with the most substantial identity and

are constantly launching campaigns to enhance their brand further. As a result of their continued success,

they have acquired the most valuable automobile brand, which is comprised of four values that define the

brand$$s identity and positioning:

$$ Dynamism

$$ Aesthetics

$$ Exclusivity

$$ Innovation

$22$; $23$; $242023$

$$ The Independent Institute of Education $($Pty$)$ Ltd $2023$

Page $4$ of $16$

The Result from the Perspective of Consumers and Stakeholders

From the perspective of the customers and stakeholders, the BMW premium car market as our

group analyses below;

$$ Values

$$ Aesthetics

$$ Unique

BMW$$s technology is excellent, as we all know and have witnessed firsthand how they perform and

demonstrate to others how the capacity of this car has to be demonstrat

Draw the BPMN diagram for me