problem1) Stakeholders of South African business can be classified into three categories. Mary, the CEO of Bikes SA should therefore consider this broad base of stakeholders with which Bikes SA will interact. Provide Mary with a summary of stakeholders that should be considered by firstly classifying this broad set of stakeholders into three stakeholder groups and secondly listing the different stakeholders that will be associated with each of the three stakeholder groups.

problem2) You are required to do the following:

• Identify the four (4) levels on which the hierarchy of goals are based and which can normally be used in a business such as Bikes SA.

• Then indicate the time-frame of each goal.

• Furthermore identify which management level is responsible for which goal.

• Finally give an ex of a goal relevant to each of the types of goals at an organisation such as Bikes SA.

problem3) Various agents assist Bikes SA with imports of the different brands from all over the world. These agents always promise Bikes SA the lowest prices and exact specifications. If this does not happen, it certainly is problematic. Ineffective suppliers definitely would negatively impact on Bikes SA’s ability to optimally satisfy its customer needs in terms of selling and servicing motorbikes. describe to the different dealership principals at Bikes SA the consequences of ineffective suppliers by identifying four (4) typical product-requirement problems experienced as a result of ineffective suppliers and indicate furthermore all the possible consequences of each of these problems.

problem4) Mary handles most of the functional responsibilities. In order for Bikes SA to cope with its current growth cycle, she needs to appoint various managers to assist her with the functional responsibilities.

a) Assist Mary by identifying the eight (8) typical functional managers she needs to appoint at head office to assist her in running Bikes SA successfully and to cover all functional areas of management.

b) Indicate to Mary on which management level these functional managers must function and the most important group of management skills they should develop.

problem5) Mary wants to develop her leadership skills in order to become the leader required to grow a business such as Bikes SA. Managing all the functions limited her in developing her role as CEO, which is to be a business leader for Bikes SA. When differentiating between a manager and a leader, various elements should be considered.

a) Provide Mary with ten (10) elements for consideration in order to ensure that she fulfils the role as leader in the future.

b) In order for Mary to motivate her staff she needs to acknowledges that employees differ from one another. Considering psychology as a guideline, present to her the five (5) main areas on how people are different from one another.

problem6) Give a graphical illustration of the organisational structure of Bikes SA, considering that they have a geographical/regional organisational structure. Indicate each of the management and non-management levels and positions, based on the information provided in the case study. Indicate also the names of the relevant people within those positions and illustrate their relation to one another graphically within the organisational structure

Case study:

Bikes SA

Bikes SA is the only female managed motorbike retail group in South Africa. Mary is the CEO of Bikes SA with the head office based in Durban. They currently have several outlets in Southern Africa, including: Cape Town, Johannesburg, Harare and Durban. Their future plan includes the opening of dealerships in Polokwane, East London and Gaborone within the next two years. Their organisational structure is according to different regions. Each dealership has a dealership principle that is also female:

Cape Town–Ayesha
Durban-Sarie
Johannesburg–Thembi
Harare–Agnes

Bikes SA has several license agreements with international companies which act as agents on their behalf, allowing them to import motorbike brands such as Suzuki,Kawasaki and Yamaha from all over the world. The head office is managed by a small team of dministrative staff that assists with orders and overall functional support. A total of 12 employees are based at head-office. Ayesha at the Cape Town dealership has just appointed two new staff members. Jakkie has been appointed as the new motorbikes sales manager for the Cape Town dealership and a third sales person Yolanda has also joined the dealership. Oosthuizen, T.F.J., 2013. Management Success: A Task Focus. 2nd ed. Johannesburg: FVBC.