101 2017 3 B PDF

MNN3701/101/3/2017
Tutorial Letter 101/3/2017
Corporate Citizenship
MNN3701
Semesters 1 and 2
Department of Business Management
IMPORTANT INFORMATION
This tutorial letter contains important information

about your module.
CONTENTS
Page
1 INTRODUCTION ........................................................................................................ 4
1.1 Tutorial matter ......................................................................................................... 4
1.2 Inventory letter ......................................................................................................... 5
1.3 myUnisa .................................................................................................................. 5
1.4 Study groups ........................................................................................................... 6
2 PURPOSE AND OUTCOMES OF THE MODULE...................................................... 6
2.1 Purpose ................................................................................................................... 6
2.2 Outcomes ................................................................................................................ 6
3 LECTURER AND CONTACT DETAILS ..................................................................... 7
3.1 Lecturers ................................................................................................................. 7
3.2 Department .............................................................................................................. 8
3.3 University ................................................................................................................. 9
4 RESOURCES........................................................................................................... 10
4.1 Prescribed book ..................................................................................................... 10
5 STUDENT SUPPORT SERVICES ........................................................................... 11
5.1 E-tutors .................................................................................................................. 11
5.2 Telecentres ............................................................................................................ 12
6 STUDY PLAN .......................................................................................................... 12
7 ASSESSMENT......................................................................................................... 14
7.1 Assessment plan ................................................................................................... 14
7.2 Assignments (formative assessment) .................................................................... 15
7.2.1 General assignment numbers ............................................................................. 16
7.2.2 Unique assignment numbers............................................................................... 16
7.2.3 Due dates for assignments.................................................................................. 16
7.2.4 Submission of assignments................................................................................. 16
7.2.5 Other assessment methods ................................................................................ 17
7.3 Examination (Summative assessment) .................................................................. 17
7.3.1 Examination period ............................................................................................. 17
7.3.2 Examination paper .............................................................................................. 18
7.3.3 Preparation for the examination .......................................................................... 18
7.3.4 How to study for this module ............................................................................... 18
7.3.5 Previous examination papers .............................................................................. 19
7.3.6 Alternative assessment – final-year concessions ................................................ 19
8 FREQUENTLY ASKED QUESTIONS ...................................................................... 20
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9 CONCLUSION ......................................................................................................... 20
10 ADDENDUM A: CASE STUDY (BOTH SEMESTERS) ............................................ 21
11 ADDENDUM B: FIRST SEMESTER – ASSIGNMENT 01 ........................................ 26
12 ADDENDUM C: FIRST SEMESTER – ASSIGNMENT 02 ........................................ 39
13 ADDENDUM D: SECOND SEMESTER – ASSIGNMENT 01 ................................... 55
14 ADDENDUM E: SECOND SEMESTER – ASSIGNMENT 02 ................................... 67
PLEASE TAKE NOTE OF THE FOLLOWING:
FIRST SEMESTER
ONLY FOR STUDENTS ENROLLED FOR THE

Assignment number FIRST SEMESTER
Due date Unique number
01 06 March 2017 851557
02 19 April 2017 863666
SECOND SEMESTER
ONLY FOR STUDENTS ENROLLED FOR THE

Assignment number SECOND SEMESTER
01 18 August 2017 730910
02 06 September 2017 845028
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1 INTRODUCTION
Dear Student
We wish to welcome you as a student of Corporate Citizenship (MNN3701) and we

trust that you will have an interesting, stimulating and successful academic year
while you are working through this online module.
PLEASE NOTE: This is an online module and as such, your main source of
information will be displayed on myUnisa. Although most of the online content
(previously available in the study guide) is available in the MO001, you should visit
myUnisa regularly, as important information will be communicated to you via the
Announcements tool throughout the semester.
1.1 Tutorial matter
Although this is an online module, you will receive a number of tutorial letters during
the year. A tutorial letter is our way of communicating with you about your studies,
the assessment of your assignments and the examination.
The Dispatch Department should supply you with the following study material for this
module:
 the Module Online document (MO001) for MNN3701

 Tutorial Letters 101 and 301
 the my Studies @ Unisa brochure
This tutorial letter contains important information about the scheme of work,
resources and assignments for the module. We urge you to read it carefully and to
keep it at hand when you work through the study material, complete the
assignments, and prepare for the examination, as well as when you wish to
communicate with us.
Read Tutorial Letter 301 in combination with this tutorial letter, as it provides
important information on open and distance learning within the College of Economic
and Management Sciences.
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MNN3701/101
In this tutorial letter (101), you will find information on the assignments and the
assessment criteria, as well as instructions for the preparation and submission of the
assignments. It also provides you with information regarding the prescribed book,
including information on where to purchase it. Study this information carefully and
obtain the prescribed book as soon as possible.
We have also included the general and administrative information about this module.
Study this section of the tutorial letter carefully. We would like to emphasise that you
must read all the tutorial letters you have received during the semester immediately
and carefully, as they always contain important, and sometimes, urgent information.
PLEASE NOTE: Apart from Tutorial Letters 101 and 301, you will also receive other
tutorial letters during the semester. These tutorial letters will not necessarily be
available at the time of registration, but will be dispatched to you after the due dates
for the assignments. They will contain feedback on the assignments and/or valuable
information that we need to communicate to you.
1.2 Inventory letter
Upon registration, Unisa issued you with an inventory letter indicating the items you
have received and those that are outstanding. In this regard, also read the
my Studies @ Unisa brochure.
Check the study material that you have received against the inventory letter. You
should have received all the items listed in the letter, unless an item is listed as “out
of stock” or “not available”. If any item is missing, follow the instructions on the back
of the inventory letter immediately.
PLEASE NOTE: Your lecturers cannot help you with missing study material. You
can SMS Unisa on 32695 (SMSs are charged at R1-00 each) or send an e-mail to
info@unisa.ac.za to get assistance.
1.3 myUnisa
The my Studies @ Unisa brochure highlights that myUnisa is the most important
study tool. The myUnisa learning management system is the University's online
campus that will help you communicate with your lecturers, with other students and
with the administrative departments of Unisa. On myUnisa, you will be able to
access resources and information as well as module-specific information.
To go to the myUnisa website start at the main Unisa website,

http://www.unisa.ac.za, and then click on the orange “myUnisa” link at the top of the
screen. This should take you to the myUnisa website. You can also go there directly
by typing in http://my.unisa.ac.za.
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You must register on myUnisa to be able to submit assignments, gain access to the
library functions, download study material, communicate with lecturers or fellow
students, participate in online discussion forums and gain access to learning
resources. myUnisa is a superb communication portal; use it regularly during the
course of this semester.
REMEMBER that this is an online module and as such, your main source of
information will be found on myUnisa. Visit myUnisa frequently, as important
information and fun activities are posted on the site.
1.4 Study groups
It is advisable to have contact with fellow students. You can form study groups by
using the Discussion Forum tool on myUnisa. Alternatively, you may obtain the
addresses of fellow students in your area from the following department:
Directorate: Student Administration and Registration

PO Box 392
UNISA
0003
We encourage you to form study groups by using the Discussion Forum tool on
myUnisa.
2 PURPOSE AND OUTCOMES OF THE MODULE
2.1 Purpose
The purpose of this module is to provide learners with the necessary competencies
to analyse the development of and rationale for global responsible business
behaviour against a historical, sociological and economic background. Successful
students will be able to apply the key terms, concepts and theories related to the
multi-faceted field of corporate citizenship. The implementation of corporate
citizenship initiatives will be evaluated, and the role of the African context in
corporate citizenship will be examined. Considering the increasing international
emphasis on corporate citizenship, the module is of value to the individual, as well as
potential employers and society as a whole.
2.2 Outcomes
Studying this module will enable you to:
 Analyse the context of corporate citizenship

 Develop a business case for corporate citizenship
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MNN3701/101
 Critically consider the conceptualisation, implementation and evaluation of

corporate citizenship within an organisation
 Analyse the profile of responsible leadership in corporate citizenship.
Differently expressed, the learning outcomes for this module require you to
understand:
 the CONTEXT of corporate citizenship,

 the WHY? of corporate citizenship, and
 the HOW? of corporate citizenship.
3 LECTURER AND CONTACT DETAILS
3.1 Lecturers
Refer to Tutorial Letters 301 and 101 and the brochure my Studies @ Unisa before
contacting us. You will find that much of the information that you need is included in
these documents.
Direct all queries about the CONTENT OF THIS MODULE to your lecturers. Do not
direct administrative queries to your lecturers. You should have your study material,
module code and student number at hand when you contact the University.
You can contact your lecturers by sending a communication (preferably e-mail) to

the following addresses:
MS TRACEY COHEN (PRIMARY LECTURER)
E-MAIL ADDRESS: cohent@unisa.ac.za
TELEPHONE NUMBER: 012 429 6136
University of South Africa (UNISA)
POSTAL ADDRESS: PO Box 392
UNISA
0003
Room 4-41, AJH van der Walt Building
PHYSICAL ADDRESS UNISA
Pretoria
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PLEASE NOTE: The primary lecturer, Ms Tracey Cohen, will be on Research &
Development leave for SEMESTER 1 of 2017. The stand-in
lecturer’s details will be communicated to you in due course.
MS LERATO SEOBI (SECONDARY LECTURER)
E-MAIL ADDRESS: seobiml@unisa.ac.za
TELEPHONE NUMBER: 012 429 4723
University of South Africa (UNISA)
POSTAL ADDRESS: PO Box 392
UNISA
0003
PLEASE NOTE:
 WE WILL COMMUNICATE WITH YOU VIA YOUR myLIFE E-MAIL ADDRESS AND ON
myUNISA. WE WILL ASSUME THAT YOU HAVE RECEIVED ANY AND ALL
MESSAGES COMMUNICATED USING THESE TWO MEDIA.
 ALWAYS PROVIDE YOUR STUDENT NUMBER WHEN CONTACTING THE
UNIVERSITY.
 DO NOT ENCLOSE LETTERS TO LECTURERS WITH ASSIGNMENTS.
3.2 Department
Please write the MODULE CODE AND YOUR STUDENT NUMBER ON ALL
CORRESPONDENCE with the Department or the University.
Department Business Management
Department fax number 012 429 8558
Department phone number 012 429 4212 / 4220
Department e-mail address Busman@unisa.ac.za

Corporate Citizenship (MNN3701)
Physical address
AJH van der Walt Building
University of South Africa
Web address http://myUnisa.ac.za
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MNN3701/101
3.3 University
If you need to contact the University about matters not related to the content of this
module, consult the my Studies @ Unisa brochure which contains information on
how to contact the University (e.g. who you can contact regarding various queries,
important telephone and fax numbers, addresses and details of the times that certain
facilities are open).
Please note that you should direct ALL ADMINISTRATIVE ENQUIRIES to the
following Unisa contact numbers. The details are as follows:
Description of enquiry Directorate/ Short E-mail address

business unit SMS
responsible for code*
enquiry
Applications and Student Admissions 43578 Study-info@unisa.ac.za

registrations and Registrations
(Examples: Deferral of
examination; change in
registration period;
deregistration)
Assignments and Student Assessment 43584 Assign@unisa.ac.za
examinations Administration
(for assignments)
(Examples: Wrong unique
number filled in on Exams@unisa.ac.za
assignments; wrong
(for examinations)
assignment submitted;
assignment submitted late; Aegrotats@unisa.ac.za
confirmation of assignment (missed exams)
receipt; missed examinations
due to illness)
Study material Despatch 43579 despatch@unisa.ac.za
(Example: Late receipt of
study material)
Student accounts Finance 31954 finan@unisa.ac.za
(Account/finances related
queries)
FI concessions Examinations 43584 ficoncessions@unisa.ac.za
(Examples: Enquiries about (Student Assessment
qualifying for an FI Administration)
concession; enquiry on
marks for FI concession
portfolio)
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Prescribed books N/a N/a vospresc@unisa.ac.za
(Example: Difficulty obtaining
the book at official
bookstores)
myUnisa ICT (myUnisa and 43582 MyUnisaHelp@unisa.ac.za
(Example: Error message myLife)
received when attempting to
submit assignment online)
myLife e-mail MyLifeHelp@unisa.ac.za
(Example: Forgot your

myLife e-mail password)
Fax number (RSA) 012 429 4150
Fax number (international) +27 12 429 4150
E-mail info@unisa.ac.za
General Unisa SMS number** 32695 – SMSs cost R1-00 each
**SMS FORMAT: NAME, SURNAME, STUDENT NUMBER, MESSAGE
SMS EXAMPLE: MICHELLE, PIENAAR, 99010799, PLEASE USE THIS SERVICE.
REMEMBER: ALWAYS PROVIDE YOUR STUDENT NUMBER WHEN

CONTACTING THE UNIVERSITY. WRITE IT ON ALL DOCUMENTS THAT YOU
SUBMIT TO UNISA.
4 RESOURCES
4.1 Prescribed book
Your prescribed book for this module for 2017 is as follows:
Botha, T (Editor). 2016. Corporate Citizenship. Cape Town: Oxford University

Press. ISBN: 978 0 19 040708 7
Refer to the ISBN to make sure you are obtaining the correct book. You may not use
any other book than the prescribed book.
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MNN3701/101
PLEASE NOTE: This book is brand new and as such, 2017 is the first time it is
prescribed for MNN3701. While the publishing team has done
their best to ensure that the manuscript is the best quality, we do
understand that there may be some errors which may have
unfortunately been missed by the team. Should you stumble upon
any possible errors, please feel free to email your lecturer. By
doing this, we hope that we will minimise any potential frustration
and ensure quality improvement.
It is your responsibility to obtain the prescribed book as soon as possible. Your

lecturers cannot assist you in this process. Refer to the list of official booksellers and
their addresses in the brochure my Studies @ Unisa. Alternatively, you may consult
online booksellers to purchase an electronic version of the book.
The University’s official booksellers stock all prescribed books. If you have difficulty
in locating your book at these booksellers, contact the Unisa Prescribed Book
Section:
Tel: +27 12 429 4152
E-mail: vospresc@unisa.ac.za
There are no recommended books or e-reserves for MNN3701.
5 STUDENT SUPPORT SERVICES
For information on the various student support systems and services available at
Unisa (e.g. student counselling, tutorial classes, or language support), consult the
my Studies @ Unisa brochure.
5.1 E-tutors
The role of an e-tutor (just as any other tutor) is to facilitate learning and guide you
through the learning process, thus enabling you to gain knowledge and
understanding of the content and acquire the skills necessary to cope with your
studies. The e-tutors will assist you in becoming a self-directed learner in line with
the Unisa open distance learning (ODL) philosophy. The University, not the lecturers,
will allocate an e-tutor to you. You will receive information about your e-tutor in due
course. Be patient and DO NOT CONTACT YOUR LECTURERS in this regard, as
we will not be able to assist you.
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All the e-tutors will post tutorials on myUnisa and all registered students (who have
settled their accounts) in the Corporate Citizenship module will have access to the
tutorials. The tutorials are aligned with the module study plan presented in the next
section. Make use of the e-tutors to gain maximum benefit for your studies! Consult
them on matters pertaining to the content of the module, ask them to explain theory
that you find difficult to understand, and contact them for assistance with questions
that you find difficult.
5.2 Telecentres
We are frequently contacted by students who are unable to submit their assignments
electronically or who are unable to benefit from the many online resources on
myUnisa, because they do not have access to a computer or the internet. This
shortfall is a very real situation in our country, but Unisa has taken active steps to
counteract it by introducing telecentres.
Telecentres are community-based or privately owned establishments that Unisa
collaborates with in order to provide students with access to computers and the
internet. They are located within the community where you live and they are easily
accessible to you as a member of that community. You should use the internet for
academic purposes only, namely to access myUnisa (to download study material,
upload/submit assignments, participate in e-tutoring via discussion forums, etc.) and
for academic research.
Telecentre staff will assist you with registering to use myUnisa if you are not yet
registered. They will need to see a valid student card or identity document for you to
access the computers and/or internet which is limited to a maximum of two (2) hours
per session (day) and twenty four (24) hours per month, per student.
Note: Telecentres are a collaborative partner of Unisa and not a Unisa service
centre, and thus offer limited services. Telecentre staff are trained on Unisa
processes to assist students effectively. For a full list of Telecentres and contact
details, go to www.unisa.ac.za/Telecentres. You can send enquiry e-mails to
CommTelecentre@unisa.ac.za.
6 STUDY PLAN
You need to study the following chapters in the prescribed book. Each chapter
corresponds to a specific learning unit on myUnisa or in the MO001. It is essential to
use both the learning units in the guide and the prescribed book when studying. The
main purpose of the learning units and tutorial letters is to guide you through the
learning material in the prescribed book.
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MNN3701/101
The following table is a recommended time schedule you may use as a guideline for
studying this module:
TASK NUMBER
OF
WEEK Learning guide (MO001) Prescribed book HOURS
Familiarise yourself with the myUnisa

module site, read the Getting Started
Purchase the prescribed book and
Letter and work through the introduction
1 familiarise yourself with the layout.
(Learning Unit 0 on myUnisa) to see how
things work in MNN3701. 5
2 Read through learning units 1 and 2 Read through chapters 1 and 2 8
5 COMPLETION AND SUBMISSION OF ASSIGNMENT 01 6
10 Read through learning unit 15 Read through chapter 15 6
11 COMPLETION AND SUBMISSION OF ASSIGNMENT 02 6
12 Revision of the learning material 10
13 Revision of the learning material 10
14 Revision of ALL the learning material 10
15 Final revision and writing the examination 10
Refer to the my Studies @ Unisa brochure for general time-management and

planning skills, to be able to complete the assignments on time and to do revision
prior to the examination.
13
In this module, you will be in charge of your progress, that is, you will have to take
responsibility for mastering the outcomes, and therefore, you will have to keep to a
regular study schedule. We will give you all the support we possibly can, but
ultimately it will be up to you to decide how you are going to acquire the required
knowledge, skills and values in the relevant context.
Assignments are seen as part of the learning material for this module. While you do
the assignments, study the material, consult other resources, discuss the work with
fellow students and e-tutors or do research, you are actively engaged in learning.
Study the assessment criteria for each assignment to help you understand more
clearly what is required of you. Your e-tutor will provide feedback for leaning
activities and may also set additional tasks.
In order to master the outcomes of this module, it is recommended that you allocate
at least 120 hours to reading and studying the prescribed material, doing the
assignments and self-assessment activities in the learning guide, as well as doing
final revision before the examination.
When planning your learning experience, remember that your preparation for the
examination is an on-going process and it starts as soon as you receive your study
material and start working on your first assignment. We strongly recommend that you
draw up a study programme and that you adhere to it. Remember that you have to
take your personal circumstances and needs into consideration when drawing up
your own study programme.
There is no practical work (practical/experimentations) and work-integrated learning

for this module. However, should you be employed, we urge you to identify the
concepts and theory covered in this module in your workplace.
7 ASSESSMENT
Formative assessment for this module consists of two assignments that have to be
completed during the course of the semester. Summative assessment takes the form
of a written examination that is written during the examination period at the end of
the semester.
7.1 Assessment plan
Your final assessment mark for this module will be a combination of your assignment
marks and the examination mark. However, remember that you have to obtain a sub-
minimum of 40% in the examination to pass this module, irrespective of your year
mark. In other words, if you obtain less than 40% in the examination, you fail
outright, and your year mark does not count. The combination of the year mark
and the examination mark must be 50% or more in order to pass the module.
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MNN3701/101
The assignment marks will contribute a maximum of 20% to the final assessment
mark for the module, while the examination mark will contribute 80%. The two
assignments carry the following weights towards the year mark:
Assignment 01: 50%

Assignment 02: 50%
Total: 100%
7.2 Assignments (formative assessment)
The formative assessment for this module consists of two assignments. You have to
submit any one of the compulsory two assignments (Assignment 01 or 02) on
or before the due date to qualify for admission to the examination. You will not
receive admission to the examination unless you have submitted an assignment on
time.
We consider the assignments part of the learning material for this module. You need
to actively engage with the study material in order to complete the assignments
successfully. Read the prescribed study material, participate in the discussion forum
on myUnisa and communicate with your e-tutor.
Please refrain from posting assignment answers on the myUnisa discussion forum
(or any other social network). The assignments contribute a substantial percentage
(20%) to the year mark for this module and if you share your answers on a forum,
other students may copy them without doing the work themselves, perhaps earning
good marks for your work. This is a form of plagiarism, which is a serious offence
and usually has dire consequences for the guilty party. We will remove any such
answers from myUnisa as soon as they appear and will follow up on the matter.
Please use the Discussion Forum for the purpose for which it was created – to
converse with fellow students about the contents of the module, discuss problems
and share possible solutions – and NOT to post the answers to assignment
questions.
You will receive the correct answers to multiple-choice questions when the results for
the respective assignments are released. In addition, we will send feedback on
assignments to all the students who are registered for this module in follow-up
tutorial letters numbered 201 and 202.
As soon as you receive the feedback, check your answers. The assignments and the
feedback on them constitute a vital part of your learning and should help you prepare
for the examination.
For detailed information on the assignments and the use of mark-reading sheets for
the completion of multiple-choice assignments, please refer to the my Studies @
Unisa brochure and Tutorial Letter 301/MNALLEQ/4/2017.
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7.2.1 General assignment numbers
We number the assignments consecutively per semester. Thus, you have to submit
Assignments 01 and 02 (for the first semester) if you register for the module in the
first semester and Assignments 01 and 02 (for the second semester) if you
register for the module in the second semester. The assignments for the first and
second semesters are different. Please ensure that you complete and submit the
correct assignments.
7.2.2 Unique assignment numbers
We allocate unique numbers to all the assignments. Please ensure that you fill in
the correct unique number on the mark-reading sheet.
7.2.3 Due dates for assignments
FIRST SEMESTER
ONLY FOR STUDENTS ENROLLED FOR THE FIRST

Assignment number SEMESTER
01 06 March 2017 851557
02 19 April 2017 863666
SECOND SEMESTER
ONLY FOR STUDENTS ENROLLED FOR THE SECOND

Assignment number SEMESTER
01 18 August 2017 730910
02 06 September 2017 845028
7.2.4 Submission of assignments
You may submit your multiple-choice question (MCQ) assignments via the internet
using myUnisa, or via cellular phone, or by means of a mark-reading sheet that may
be either couriered or submitted using the assignment box at your nearest regional
centre (your assignment may NOT be posted). You may not submit assignments
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MNN3701/101
by fax or e-mail. Consult the my Studies @ Unisa brochure for more details and
requirements regarding assignments.
To submit an assignment via myUnisa do the following:
 Go to myUnisa at https://my.unisa.ac.za.
 Log in using your student number and password.
 Select the module.
 Click on Assignments in the menu on the left-hand side of the screen.
 Click on the assignment number you wish to submit.
 Follow the instructions.
7.2.5 Other assessment methods
During the course of the module, there will be online self-assessments on myUnisa.
These self-assessments are available online only. Feedback will be shared with you
upon submission of the respective self-assessment. These self-assessments do not
count towards your year mark.
7.3 Examination (Summative assessment)
Admission to the examinations is automatic if you submit any one of the

compulsory two assignments (Assignment 01 or 02) on or before the due date.
You will not receive admission to the examination unless you have submitted an
assignment on time.
7.3.1 Examination period
We offer this module in both semesters during a 15-week period. If you register for
the module in the first semester, you will write the examination in May/June 2017. If
you fail the examination, but qualify for a supplementary examination, you will sit for
the supplementary examination in October/November 2017. If you register for the
module in the second semester, you will write the examination in October/November
2017 and students who fail and qualify for the supplementary examination, will write
it in May/June 2018.
During the semester, the Examination Section will provide you with information about
the examination in general, examination venues, examination dates and examination
times.
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7.3.2 Examination paper
You will have two hours to complete the examination paper for MNN3701. The paper
comprises 70 multiple-choice questions, ranging from direct theoretical and
matching questions to application questions based on a case study.
7.3.3 Preparation for the examination
You need to study from the prescribed book and the learning units (on myUnisa
and in the MO001). The learning units are not just a summary of the prescribed
book, but also a different learning aid, containing activities to illustrate the practical
application of the theoretical concepts. Also, refer to my Studies @ Unisa for
general guidelines on the examination and examination preparation.
7.3.4 How to study for this module
You need to have a comprehensive understanding of the relevant theory and

concepts. This will allow you to apply the theory in application-type questions. This
module is not difficult; however, a great deal of theory must be studied and mastered
and you must prepare well in advance. We suggest the following:
 Carefully read the relevant chapters in the prescribed book. The prescribed book
provides the broad context of each learning unit.
 Prepare your own comprehensive summaries and notes on the important
theoretical concepts.
 Do the activities in the tutorials posted by e-tutors or the activities in the
prescribed book and learning units.
 Memorise the theory in the prescribed book, supplemented by your own notes
and summaries.
 For revision: Do the multiple-choice questions from the assignments pertaining to
the particular learning unit, without consulting the study material.
 For revision: Do the multiple-choice questions from previous examination papers,
without consulting the study material.
 For revision: Mark your own work (search for the answers in the prescribed book
or in Tutorial Letter 201/202) and focus on the theory of the questions that you
got wrong.
The examination paper is compiled from the prescribed book and learning outcomes
for this module, and not from previous papers, assignments, learning units and your
brief summaries. You need to have a comprehensive understanding of the theory
covered in MNN3701. When you prepare for the examination, do not leave out any
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MNN3701/101
learning units because the examination paper will include an even number of
questions from every learning unit (and the relevant chapter in the prescribed book).
Finally, do not underestimate the volume of the work. You must start well in advance
because of the volume of work that you need to master before the examination.
For general time-management and planning skills, refer to the my Studies @ Unisa
brochure.
7.3.5 Previous examination papers
As of 2017, the module study material has been revised, and therefore previous
assessments that were set on the old study material will not suffice. Despite this, to
access the previous examination papers for this module, log on to myUnisa, select
the module MNN3701 and then click on Official Study Material. The examination
papers are available under this tool.
KEEP THIS TUTORIAL LETTER IN A SAFE PLACE SO THAT YOU CAN READ IT
AGAIN BEFORE THE EXAMINATION.
7.3.6 Alternative assessment – final-year concessions
The brochure my Studies @ Unisa contains important information on the final-year

concession procedure, aimed at assisting students with one or two modules
outstanding. The Department of Examination Administration (DEA) will contact all
students who qualify for a final-year (FI) concession per SMS or e-mail (the
University communicates to you via your myLife e-mail address). For this module, FI
students need to submit a portfolio of evidence.
More information on the alternative method of assessment will be communicated

directly to the qualifying students. Alternative methods of assessment are subject to
stringent academic rules and processes and are not an easier option to pass the
module.
Failure to meet the learning outcomes of the module through the alternative method
of assessment will result in a fail and you will need to re-register for the outstanding
module.
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8 FREQUENTLY ASKED QUESTIONS
Under the FAQ tool on myUnisa, the most frequently asked questions pertaining to
MNN3701 are answered. Refer to the additional FAQs for MNN3701 on myUnisa
(under FAQ).
The brochure my Studies @ Unisa contains an A–Z guide of the most relevant study
information.
9 CONCLUSION
We wish you a successful year of study. We trust that you will find this module both
interesting and valuable and that it will contribute to your personal and professional
development.
You are invited to contact us at any time, in writing, electronically, or personally

(please make an appointment) to discuss any problems you may encounter in your
studies.
REMEMBER that this is an online module and as such, your main source of
information will be found on myUnisa. Visit myUnisa frequently, as important
information and fun activities are posted on the site.
Best wishes and yours in sustainability,
Miss Tracey Cohen

Your primary lecturer for MNN3701
DEPARTMENT OF BUSINESS MANAGEMENT
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10 ADDENDUM A: CASE STUDY (BOTH SEMESTERS)

Please read the following case scenario before attempting the assignments. This
case scenario applies to the assignments in both Semesters 1 and 2 of 2017.
Case scenario: ThreadOn
ThreadOn (Pty) Ltd is an apparel manufacturer and retailer. The organisation was started in
South Africa in 1996. Despite numerous challenges, ThreadOn has grown significantly in
size and location. They now employ over 5 000 people and operate in several African
countries including Botswana, Angola, Mozambique, Malawi and Zambia – all this, in just 20
years of operations. Ms Mpumi Mmako, founder and Chief Executive Officer (CEO) of the
organisation, has always run the organisation with passion, heart and sound ethos. As a
leader, Ms Mmako presents a clear, appealing and inspiring vision for ThreadOn, and she
has the ability to stimulate the creativity of her teams.
A major part of ThreadOn’s success can be attributed to Ms Mmako ensuring that the
organisation stays abreast of key issues in the apparel industry. In addition, Ms Mmako
monitors the macro-business environment to ensure relevant adaptions are made, when
necessary. Ms Mmako has noticed mounting problems in, particularly, the natural
environment, and the way in which the organisation relates to it. She speculates that many
of the issues that organisations face can be attributed to the dynamics present between
organisations, the environment and society, and that these problems need to be addressed.
Guided by the CEO of ThreadOn, management at ThreadOn focuses on minimising the

organisation’s impact on the environment through practices such as water-wise methods and
crop rotation. These practices help the organisation to cope with periods of drought and
other climate-related issues. In addition to these practices, ThreadOn has developed a
reputation for being an organisation that focuses on gender equality, women empowerment
and fair labour practices. Amongst the fair labour practices, ThreadOn advocates fair wages,
no child labour and 30% of their workforce falling into the category of people with disabilities.
The dynamics between ThreadOn and the society in which it operates have spurred on
several initiatives. One of these initiatives is the development of a company town for workers
on ThreadOn’s largest cotton farm in the Limpopo province of South Africa. The purpose of
the town is to house employees and provide support in terms of relevant services. These
services include amongst others, health care, schooling and recreational facilities for the
youth. Furthermore, ThreadOn sponsors schools near its African farms with fundamental
needs. One example of such a sponsorship is the supply of school uniforms.
ThreadOn’s environmental and social focus, while obvious in terms of benefit in so many
respects, has had an additional spin-off. With such consideration for the environment and
society, the organisation appeals to the eco- and social-conscious consumer.
While ThreadOn’s story might currently be seen as a great success, it should be mentioned
that the organisation has experienced its fair share of trials. One of these trials occurred prior
to 2010, when ThreadOn commissioned a garment company in Bangladesh (with a factory in
the Jenka Plaza), to manufacture one of its most popular brand items in bulk. Despite the
21
associated import costs, ThreadOn was still able to cut its costs substantially by using the
Bangladeshi supplier. In 2010, the Jenka Plaza building collapsed, resulting in a large
number of casualties. This disaster revealed a number of major issues of which ThreadOn
was not aware. Amongst these issues were poor working conditions, child labour and unjust
wages. Before ThreadOn could address the situation, news of the incident went viral.
ThreadOn received angry messages from loyal customers who said they would no longer
buy from ThreadOn because of the organisation's association with unethical practices.
Ultimately, the Jenka incident had a positive spin-off for ThreadOn. It prompted ThreadOn to
formalise its corporate citizenship efforts and to only select manufacturers and suppliers that
complied with its corporate citizenship programme ethos. A fundamental positive move by
ThreadOn during this period was the decision to employ Kagiso Eros who had recently
graduated with a Masters Degree in Corporate Citizenship. Eros encouraged Ms Mmako to
sign up to the United Nations Global Compact (UNGC) – which ThreadOn did in 2011.
Signing up to the UNGC inspired the introduction of an official corporate citizenship

programme, called the ThreadOn Towards Sustainability (ToTS) programme. The ToTS
programme is ThreadOn’s formal commitment to sustainable development and good
corporate citizenship – aspiring to achieve its vision “to be the most sustainable apparel
manufacturer and retailer in Africa”. The drive to start the ToTS programme was not based
on making a profit.
ThreadOn views some of their industry counterparts in a negative light. One of these
competitors is Standard Cotton Ltd, who although being a UNGC signatory, does not adhere
to the UNGC guiding principles. This was revealed when Standard Cotton was involved in a
bribery and corruption scandal in 2014 (which they claimed was within the law, and therefore
legal). A consequence of this scandal was the decline of Standard Cotton’s share price.
Standard Cotton’s unethical practices go way back to 1996 when they purposively set their
prices really low, resulting in a local competitor being forced out of the market. Standard
Cotton was fined quite heavily when they were found guilty. Despite all this, Standard Cotton
still “prides itself” on doing everything above board as it adheres to the law. Another
competitor of ThreadOn includes ABC Apparel Ltd.
Raazia Moodley, the Finance Director of ThreadOn, became rather annoyed by the extra
work heaped on her portfolio when they signed up to the UNGC. While Ms Moodley
recognises the need for change, she does not see the environment or society as facing
significant problems. However, Goodson Roger, the Chairman of ThreadOn, sees things
differently. Roger sees the merit in frameworks such as the UNGC, and believes that these
frameworks provide organisations such as ThreadOn with the relevant expertise to make a
difference.
Investments and acquisitions
ThreadOn identified Alive Creations, a company that focuses on solving social and
environmental problems in the vicinity of its Limpopo-based factory. ThreadOn made the
decision to invest in Alive Creations as it fulfilled ThreadOn’s investment criteria. Alive
Creations serves the poor and under-served communities, in order to provide capital, credit
and training opportunities that the community would otherwise lack. ThreadOn supports
Alive Creations through access to jobs, the promotion of sustainable communities (income
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growth plans and environmentally focused community investment), economic development

through quality job creation, skills development and small business development. For
instance, consider the REjive Project product range, which will be discussed later in this
case scenario.
ThreadOn bought one of its longstanding textile suppliers, Reputable Textiles (RT), as a
means to boost its competitive advantage. RT had been a supplier to ThreadOn for 15 years
and handled 25% of ThreadOn’s manufacturing. The two companies worked closely together
to set new benchmarks and shorten lead times while maintaining the best quality and costs.
Along with a formal service level agreement, RT became the cornerstone manufacturer for
ThreadOn. The acquisition of RT by ThreadOn, was the natural next step. The streamline
processes between the two entities will ultimately allow for the necessary speed and
flexibility for ThreadOn to grow market share.
Due to the close cooperation between the two companies, many RT employees were thrilled
by the acquisition, mainly because of ThreadOn’s ethos and reputation, but they were even
happier to say goodbye to the RT structure. Many RT employees stated that most of their
superiors undervalued the employees, and their needs were neglected. The superiors had a
high concern for production and demanded performance, however, with a minimum
consideration for people which was a stark difference to Ms Mmako’s way of treating her
staff. Ms Mmako shares her power with her followers, puts the needs of others first and
helps followers to develop and perform as well as possible.
The meaning of corporate citizenship
Organisations met at a discussion forum on corporate citizenship in the textile industry.

During a debate surrounding the meaning of corporate citizenship, Standard Cotton stated
their view: that corporate citizenship is regarded as an optional activity whereby a corporate
has the opportunity to “put something back into the community in which they operate”. ABC
Apparel Ltd sees corporate citizenship as the same as corporate social responsibility,
consisting of four aspects – economic, legal, ethical and philanthropic responsibilities.
ThreadOn shared their realisation that corporates are now in a position requiring them to
take over many of the roles and actions previously associated with the government. Ms
Mmako even mentioned that ThreadOn is working towards having a greater focus on the
effective functioning of liberal citizenship.
Sustainability initiatives
Some of the many ThreadOn sustainability initiatives are presented below:
 Reducing the use of fossil fuels (hence, limiting the amount of greenhouse gas it emits)
 Avoiding environmentally harmful dyes while using only organic cotton and
environmentally friendly fabrics for their products
 Growing their skilled labour in the production line and developing the Women Who Will
programme
 Creating entry-level positions to help alleviate unemployment and ultimately poverty in
the areas in which ThreadOn operates
23
 Innovating high quality, environmentally friendly and socially conscious, 10-year
guarantee clothing ranges
 Transferring to 100% environmentally conscious solar technologies
 Implementing annual carbon footprint assessments
The risk owner, Jane, is responsible for many of the above initiatives.
The “Women Who Will” programme
Of the many benefits and goals of this programme, the main objectives include providing
skills development initiatives to the female youths in its communities, and creating entry-level
internship positions with the aim of empowering women.
Monica has worked at ThreadOn since it started in 1996. Monica is responsible for certain
management efforts and mechanisms for the task of monitoring, evaluating and tracking the
strategy for the “Women Who Will” programme, throughout the implementation process. She
loves to spread ThreadOn’s vision of being a socially, culturally and environmentally friendly
business that aims to make a difference in this world. Monica creates meaning and makes
sense of the organisation’s past and future dreams and shares this with her colleagues.
The Guaran-tee product range
ThreadOn aims to produce clothes of the highest quality. The organisation has been working
on the innovation of the 10-year “guaran-tee”! The idea of this t(ee)-shirt is that it is designed
to be a classic, timeless item of clothing made in an environmentally friendly way, and aimed
to last for at least 10 years. ThreadOn has such faith in their material that they have offered
a money-back guarantee, and even named the brand of shirts, the “guaran-tees”. The aim of
this is that it respects environmental limitations by creating innovations which promotes
effective and efficient use of materials and resources. In doing so, the organisation aims to
educate its consumers, employees and the broader society in terms of sustainable
development and ultimately change their buying behaviour. ThreadOn is setting the trend
and making sustainability stylish – or as they like to say, “green is the new black”.
ThreadOn’s clothing departments
ThreadOn has three main clothing departments, the EXclusive range, the REnewed range
and the REjive Project range.
The EXclusive range includes brand new clothing, such as the “Guaran-tee” range.
ThreadOn selected a limited number of capable intermediaries (specialist stores) to
distribute the ThreadOn EXclusive range of products.
The REnewed range consists of used clothes, where part of the product goes back into the
production process, and where it is reworked and returned to the market as “good as new”.
This range is targeted towards the conscious consumer who cannot afford the exclusive
range.
The REjive Project range is made up of used products which are repaired or reworked and
returned to the market in working condition, but not as “good as new”. This range is targeted
at the locals in various communities surrounding the ThreadOn factories.
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Most of the REjive action takes place in partnership with Alive Creations in Limpopo. How it
works: consumers donate their used clothes to ThreadOn’s REjive department, who then
repair and rework the clothing alongside Alive Creations. Skills development and the
provision of decent clothing at a very low price to the poor is the main aim of this range.
Therefore, since the clothing is not returned to the market “as good as new”, these products
have no guarantee.
Jackson is responsible for formulating the vision, mission, overall and long-term goals and
strategies for ThreadOn’s REjive range.
Through these practices, it is clear that ThreadOn integrates environmental thinking into
product design, material sourcing and selection, production processes, delivery of the final
product to the consumer, as well as end-of-life management of the product after useful life.
Guaran-tee pricing
The Guaran-tee is sold at a relatively high price as it is a new and unique product. Due to the
higher than normal profit margin, ThreadOn is able to recover the research and development
costs of manufacturing the product. ThreadOn has identified a market that is willing to pay
the higher price, partly because new inventions such as the Guaran-tee range offer a
message as well as prestige. The price is high enough, allowing competitors the opportunity
to enter the market. Once there are competitors in the market, ThreadOn will gradually
reduce the price.
The Guaran-tee launch event in January 2017
Tshepo, the marketing manager, made the decision not to spend money on the usual
marketing instruments. To market the Guaran-tee products as part of the EXclusive range,
ThreadOn decided to host a launch event to which they invited suppliers, competitors,
employees, media and other important stakeholders. Media reports were written on a variety
of online platforms, reaching a wide range of audiences, educating them on the importance
of sustainability and how their organisation has incorporated sustainability principles into
everything they do. ThreadOn hopes that the launch will influence a target audience to
voluntarily accept, reject, modify, or abandon the unsustainable fast fashion behaviour for
the benefit of individuals, animals, groups, or society as a whole. At the event, Ms Mmako
declared that she wanted to change the apparel retail industry by recommending and
persuading (where possible) members of the Apparel Retailers’ Forum to sign an agreement
to shift to sustainable cotton production practices.
Source: Lecturer’s own compilation, a fictitious case scenario.
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11 ADDENDUM B: FIRST SEMESTER – ASSIGNMENT 01
This assignment should be completed by students registered for the module
MNN3701 in the first semester of 2017
ASSIGNMENT 01
Due date: 06 March 2017
FIRST SEMESTER
Unique number: 851557
 This is a compulsory assignment, and you MUST submit any

one of the two assignments to gain admission to the
examination.
 The assignment applies to the first semester only.
 As this is an online module, the preferred method of

submission is via myUnisa; alternatively you may answer all
the questions on a mark-reading sheet and submit it to Unisa.
 The assignment deals with Learning units 1 to 5 as found on

myUnisa and the corresponding chapters in the prescribed
book.
 The assignment comprises 35 multiple-choice questions,

worth one mark each (35 marks).
 When using a mark-reading sheet, write your name, student

number and the unique number of this assignment on the
mark-reading sheet.
 Ensure that your assignment reaches us on time.
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MNN3701/101
Answer all the questions on myUnisa or a mark-reading sheet.
Read the case scenario in Addendum A as some of the questions are based on it.
QUESTION 1
There are a number of definitions for corporate citizenship. The definition by Matten
and Crane (2005), focuses on _______.
1 philanthropy
2 social investment
3 administering liberalisation
4 administering citizenship rights
QUESTION 2
Match the most suited category of citizenship rights in Column A with the relevant
example in Column B.
Column A Column B
Category of rights Example
(i) The right to vote

(a) Social rights
(ii) The right to education and housing
(iii) Protection of citizens against intrusions of

their freedoms
(b) Civil rights
(iv) Participation in the formation of public policy
by which society is governed
1 (a) – (ii) ; (b) – (iii)

2 (a) – (iii) ; (b) – (ii)
3 (a) – (iv) ; (b) – (i)
4 (a) – (i) ; (b) – (iv)
27
QUESTION 3
Consider the following characteristics of a corporation.
(a) privately owned

(b) small businesses
(c) large multinationals
(d) organisations pursuing a profit
(e) non-profit organisations (NPOs)
(f) non-governmental organisations (NGOs)
Which of the options are considered characteristics of a corporation?
1 (a) (b) (c) and (d)

2 (b) (c) (d) and (e)
3 (c) (d) (e) and (f)
4 (b) (d) (e) and (f)
QUESTION 4
ThreadOn focuses on minimising the organisation’s impact on the environment. This

is an example of addressing citizens’ _______ right.
1 civil
2 social
3 political
4 environmental
QUESTION 5
Which one of the following best represents an example of corporate citizenship?
1 Employees at an accounting firm are encouraged to donate their time to teaching

mathematics at less privileged primary schools.
2 Following the floods in KwaZulu-Natal in South Africa, a large food and beverage
company championed a beach clean-up programme to collect all the rubbish that
washed down the rivers onto the Durban beaches.
3 A large financial company introduces a profitable android application which
provides small businesses and entrepreneurs with a cost-effective tool to
manage their finances.
4 A non-profit organisation based in Kenya has a mission to mentor young
entrepreneurs based in Nairobi.
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QUESTION 6
“Sustainable development is development that meets the needs of the present

without compromising the ability of future generations to meet their own needs”. This
is the definition of sustainable development by _______.
1 Milton Friedman
2 the Brundtland Report
3 the Forum for the Future
4 the World Economic Forum
QUESTION 7
Selling the “Guaran-tee” range indicates that ThreadOn shows their support for
_______, as an area requiring major transformation.
1 growth of the economy

2 growth of the population
3 how humans consume materials and resources
4 the role of technology in sustainable development
QUESTION 8
By manufacturing the “Guaran-tee” range as effectively as possible, using materials

and resources as efficiently as possible, and ensuring a quality product which will
last at least ten years, ThreadOn is _______.
1 limiting its economic growth

2 increasing its economic growth
3 increasing its ecological footprint
4 minimising its ecological footprint
QUESTION 9
The _______ Goals consist of _______ targeted goals. The agenda to achieve
these goals commenced in _______.
1 Rio+20; 12; 2012

2 World Summit; 8; 2002
3 Millennium Development; 10; 2000
4 Sustainable Development; 17; 2016
29
QUESTIONS 10 AND 11
Match the Sustainable Development Goal (SDG) in Column B with the most
suited example of an action in Column A.
Column A Column B
Example SDG
10. At the Guaran-tee launch event, Ms Mmako 1 Three (3)

declared that she wanted to change the retail
industry. 2 Six (6)
11. Once a year, a mobile clinic visits each of 3 Eight (8)

ThreadOn’s factories to provide certain
vaccinations and health care to its employees. 4 Twelve (12)
QUESTION 12
By reducing the use of fossil fuels, ThreadOn is limiting the amount of greenhouse
gas it emits. ThreadOn is using a climate change _______ strategy.
1 action
2 reduction
3 mitigation
4 adaptation
QUESTION 13
The _______ industrial revolution is the period in history characterised by quick

and cheap development, without taking social consequences into account.
1 first
2 second
3 third
4 fourth
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MNN3701/101
QUESTION 14
Which industrial revolution was the precursor to thinking about the concept of
sustainable development?
1 First
2 Second
3 Third
4 Fourth
QUESTION 15
There are a number of variables which influence a corporate to change and to

adapt. Which one of the following options is not one of these variables?
1 Globalisation
2 A radical transformation of the world of work
3 Decrease in the demand and power of customers
4 Intellectual capital and learning are becoming more and more important
QUESTION 16
Which one of the following options represents the best way for ThreadOn to
responsibly increase their revenue?
1 Finding new consumer markets.

2 Using the cheapest resource providers.
3 Using the supplier that offers the best incentives to the purchasing department.
4 Making use of developing countries where unemployment rates are high and
wages are low.
QUESTION 17
Considering the views of corporate citizenship, ThreadOn reflects a(n) _______

view.
1 limited
2 extended
3 equivalent
4 complicated
31
QUESTION 18
Standard Cotton Ltd views corporate citizenship as _______. According to Matten

and Crane, this view is considered to be the _______ view.
1 philanthropy; equivalent
2 a discretionary activity; limited
3 corporate social responsibility; equivalent
4 the effective functioning of liberal citizenship; extended
QUESTION 19
Standard Cotton’s view regarding corporate citizenship can be criticised because it

_______.
1 is influenced by globalisation
2 is depicted as motivated by self-interest
3 fails to address or define any new role for the corporation
4 does not explain or conceptualise the notion of citizenship involved in
philanthropy
QUESTION 20
ABC Apparel Ltd sees corporate citizenship as _______. According to Matten and
Crane, this view is considered to be the _______ view.
1 philanthropy; equivalent
2 a discretionary activity; limited
3 corporate social responsibility; equivalent
4 the effective functioning of liberal citizenship; extended
QUESTION 21
One of the most widely acknowledged facilitators of corporate citizenship around

the world is the _________.
1 Fairtrade Programme
2 World Economic Forum
3 Sustainable Development Goals
4 United Nations Global Compact
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MNN3701/101
QUESTION 22
ThreadOn engages with its stakeholders to share expertise, industry insights,

knowledge, research capabilities and networks. The goal of this engagement is
better sustainability solutions to contemporary problems.
These are advantages that all members gain from participating in the _______.

4 Rio Declaration on Environment and Development
QUESTION 23
Due to Kagiso’s encouragement to Ms Mmako, ThreadOn will be able to _______,

which is a _______ of participating in the United Nations Global Compact (UNGC).
1 share best and emerging practices; benefit

2 leverage the United Nation’s global reach and convening power with
governments; greenwash effect
3 access the United Nation’s broad knowledge in development issues and its
practical reach worldwide; principle
4 rally around universal solutions to contemporary problems related to
globalisation and sustainable development; smokescreen effect
QUESTION 24
Which one of the following options best describes morality?
1 The application of morals to decisions

2 The underlying values (or individual principles) that decisions are based on
3 Set of moral principles, norms or standards that directs individual behaviour
4 Offers explanations that connect acting justly with the achievement of doing good
QUESTION 25
Which one of the following options best describes ethics?
1 The underlying values (or individual principles) that decisions are based on
2 Set of moral principles, norms or standards that directs individual behaviour
3 Concerns individual or collective behaviour and how individuals should behave
4 Offers explanations that connect acting justly with the achievement of doing good
33
QUESTION 26
Consider the following list of variables.
(a) Balancing fair procedures and fair outcomes

(b) Halting an unethical action because of the consequences
(c) Not taking consequences into account, or underplaying them
(d) Being short-term oriented and taking advantage of opportunities
(e) The good-for-one person directly conflicts with what is good for another
(f) Allocating quantities to abstract concepts such as emotions to determine costs
and benefits
(g) Assessing the greatest good for the greatest number of people can overlook the
interest of minorities
(h) Engaging in those activities that will lead to the greatest amount of good for the
greatest number of people
Which of the variables listed above represent challenges for a decision-maker

when considering the utilitarianism perspective?
1 (f) (g) (h)

2 (a) (b) (c)
3 (d) (f) (h)
4 (b) (c) (g)
QUESTION 27
Match the challenges represented by either the egoism or utilitarianism perspective

in Column B with the correct perspective in Column A.
Column A Column B
Perspective Challenge: Egoism or Utilitarianism
(a) Egoism (i) Halting an unethical action because of the consequences
(ii) Being short-term oriented and taking advantage of
(b) Utilitarianism
opportunities
(iii) The good-for-one person directly conflicts with what is good
for another
(iv) Allocating quantities to abstract concepts such as emotions
to determine costs and benefits
(v) Engage in those activities that will lead to the greatest
amount of good for the greatest number of people
(vi) Assessing the greatest good for the greatest number of
people can overlook the interest of minorities
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MNN3701/101
1 (a) – (i) (ii) (vi) ; (b) – (iii) (iv) (v)

2 (a) – (ii) (i) (iii) ; (b) – (iv) (v) (vi)
3 (a) – (iii) (ii) (iii) ; (b) – (iv) (v) (vi)
4 (a) – (iv) (v) (vi) ; (b) – (i) (ii) (iii)
QUESTION 28
After questioning and challenging Standard Cotton’s everyday practices and rules,
Letoya is facing some unwelcomed consequences. When questioned by her
supervisor, Letoya responded by saying that when she makes decisions, she likes to
follow her own emotions, inner convictions and gut feelings about what is right and
what is wrong.
Letoya displays evidence of _______ ethics which is classified as the _______

ethical theory.
1 egoism; consequential
2 feminist; contemporary
3 utilitarianism; consequential
4 post-modern; contemporary
QUESTION 29
_______ represents the minimum standards for responsible behaviour and

society’s codification of what is right and wrong.
1 Ethics
2 Morality
3 Legislation
4 Governance
35
QUESTION 30
Match the perspective (or argument) of social responsibility and financial

performance in Column B with the respective philosopher, who argued such a
perspective, in Column A.
Column A Column B
Philosopher Social responsibility and financial performance
(e) Social responsibility is equivalent to financial
(a) Friedman
performance.
(f) The argument which states that a corporate’s only
(b) Duschinsky
purpose is to maximise profits, is outdated.
(g) The only social responsibility that corporates have
(c) Waddock & Graves
is to increase shareholder wealth.
(h) Corporate social performance is positively related
Orlitzky, Schmidt & to financial performance as it appeals to
(d)
Rynes stakeholder interests and the organisations’
reputation.
(i) Better financial performance may lead to
improved social performance, and better social
performance leads to increased financial
performance.
1 (a) – (g) ; (b) – (f) ; (c) – (e) ; (d) – (h)

2 (a) – (f) ; (b) – (g) ; (c) – (h) ; (d) – (i)
3 (a) – (g) ; (b) – (f) ; (c) – (e) ; (d) – (i)
4 (a) – (e) ; (b) – (g) ; (c) – (i) ; (d) – (f)
QUESTION 31
Based on Jackson’s roles and responsibilities at ThreadOn, he is a _______.
1 leader
2 top manager
3 middle manager
4 responsible leader
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MNN3701/101
QUESTION 32
Most of the superiors at Reputable Textiles displayed a(n) _______ leadership

style.
1 team
2 autocratic
3 country-club
4 middle-of-the-road
QUESTION 33
Based on traits evident in the case study, Ms Mmako displays a ________

leadership approach.
1 servant
2 charismatic
3 transactional
4 transformational
QUESTION 34
Match the description in Column B with the appropriate terminology in Column A.
Column A Column B
Terminology Description
(a) Values (e) A set of consistent values and measures.
(b) Value system (f) Generates behaviour and helps solve human problems.
(c) Personal value (g) Grounded in personal values and defines how people want
to behave.
(d) Value statement (h) Provides an internal reference for what is good, beneficial,
important, useful, beautiful, constructive, and so on.
(i) An individual’s absolute or relative and ethical value, the
assumption of which can be the basis for ethical action.
1 (a) – (f) ; (b) – (e) ; (c) – (i) ; (d) – (g)

2 (a) – (h) ; (b) – (f) ; (c) – (h) ; (d) – (i)
3 (a) – (g) ; (b) – (e) ; (c) – (h) ; (d) – (i)
4 (a) – (i) ; (b) – (h) ; (c) – (g) ; (d) – (e)
37
QUESTION 35
Which one of the following statements about leadership is incorrect? A leader

_______.
1 inspires, influences and motivates his/her followers

2 is a person appointed in a formal position in an organisation
3 originates from a relationship between the leader and the follower
4 may command because the follower allows him/her to command
TOTAL MARKS: 35
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12 ADDENDUM C: FIRST SEMESTER – ASSIGNMENT 02

MNN3701 in the first semester of 2017.
ASSIGNMENT 02
Due date: 19 April 2017
FIRST SEMESTER

examination.
 The assignment applies to the first semester.


book.

worth 1 mark each (40 marks).

mark-reading sheet.
39
QUESTION 1
Good corporate governance is based on the fundamental principles of ______.
1 accuracy, reliability, risk assessment and assurance

2 transparency, accountability, responsibility, integrity and honesty
3 honesty, ethics, transformational leadership and stakeholder engagement
4 citizenship, sustainability, stakeholder engagement and responsible investment
QUESTION 2
The _______ is the governance framework which ThreadOn should follow.
1 King I Report
2 King III Report
3 Cromme Code
4 Sarbanes-Oxley Act
QUESTION 3
At ThreadOn, one of Ms Mmako’s governance responsibilities is to ________,

while one of Jane’s governance responsibilities is _______.
1 monitor progress against the risk management strategy; take and allocate
accountability for risks, controls and treatments
2 listen to stakeholders and formulate policies and ensure implementation thereof;
set the organisation’s tolerance for risk
3 adopt and support strong internal controls, written policies and procedures;
manage risk incidents, loss events and the lessons learned from them
4 evaluate risks and opportunities, and to ensure that strategies are implemented;
ensure the establishment of a framework for assessing risks
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QUESTION 4
Match the description of corporate governance in Column B with the relevant

author in Column A.
Column A Column B
Author Description
(a) Barac (i) The structures, processes, cultures and systems

that stimulate the successful operation of
organisations.
(b) Anand (ii) A set of relationships between a company’s

management, its board, its shareholders and other
stakeholders.
(c) Cadbury (iii) Corporate governance is concerned with holding

the balance between economic and social goals
and between individual and communal goals.
(d) The Basel Committee on (iv) It is more effective to think of corporate

Banking Supervision governance as a state of mind, a concept that is
fluid and adaptable to the changing face of
commerce.
1 (a) – (i) ; (b) – (iv) ; (c) – (iv) ; (d) – (ii)

2 (a) – (ii) ; (b) – (iii) ; (c) – (iv) ; (d) – (i)
3 (a) – (iii) ; (b) – (iv) ; (c) – (i) ; (d) – (ii)
4 (a) – (iv) ; (b) – (i) ; (c) – (ii) ; (d) – (iii)
QUESTION 5
Part of ThreadOn’s risk management framework is to include an expression of its

risk appetite.
This is an example of the risk management _______, which is the _______

component of the risk management framework.
1 culture; first
2 process; fourth
3 structure; third
4 strategy; second
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QUESTION 6
Consider the following variables:
(a) part of their “DNA”

(b) a business constraint
(c) an “add-on” function
(d) the layout of additional costs
(e) part of how corporates survive
(f) part of how corporates compete
(g) the distribution of charitable deeds
To embed sustainability, corporates need to shift from seeing sustainability as

_______.
1 (a) (b) (c) (d)

2 (b) (c) (d) (g)
3 (c) (d) (e) (f)
4 (d) (e) (f) (g)
QUESTION 7
Consider the examples in Column B and match them to the respective driver of
strategy implementation in Column A.
Column A Column B
Driver Example
(i) ThreadOn revised their performance management
(a) Structure
systems.
(ii) The sustainability department operates inter-
(b) Reward systems
dependently with the other departments at ThreadOn.
(c) Policies and (iii) ThreadOn aspires to earn the admiration of their
procedures investors, customers, communities and employees.
(iv) ThreadOn’s values and beliefs regarding operating
sustainably are considered a "way of life" and a part of
their "genes" and "business identity".
(v) ThreadOn has incorporated “green procurement
principles” whereby the corporate insists on
environmentally friendly practices by suppliers and in
all tender documents.
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1 (a) – (i) ; (b) – (ii) ; (c) – (iii)

2 (a) – (ii) ; (b) – (iii) ; (c) – (i)
3 (a) – (iii) ; (b) – (iv) ; (c) – (v)
4 (a) – (iv) ; (b) – (i) ; (c) – (ii)
QUESTION 8
As part of ThreadOn’s journey towards becoming a sustainable corporate, it should

conduct an internal analysis. In doing so, ThreadOn should ask a number of
questions, which could include _______.
(a) Are we compensating fairly?

(b) Are our research practices ethical?
(c) Are we treating all stakeholders fairly?
(d) Are we considering interest rate hikes?
(e) Have we considered government legislation?
(f) How are we managing waste in our operations?
(g) Do we know about the latest technology in the apparel industry?
(h) Have we explored the social patterns and shopping trends of consumers?
(i) Is there a way to make our packaging more environmentally friendly?
1 (a) (b) (c) (f) (i)

2 (b) (c) (d) (e) (f)
3 (c) (d) (e) (g) (h)
4 (e) (g) (h) (i) (a)
QUESTION 9
In response to concerns expressed by environmentally conscious consumers,

ThreadOn is creating “greener” products.
This is an example of how ThreadOn’s corporate strategy for _______ growth has
assisted them to grow by gaining and maintaining customers and offering them a
more acceptable product than that of their competitors.
1 internal
2 external
3 defensive
4 innovative
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QUESTION 10
Jack believes that responsible leadership has to do with taking legal, moral or
mental responsibility by providing accountability for the corporate’s actions to a
broader group of stakeholders. While, according to Robin, responsible leadership
is a social-relational and ethical phenomenon, occurring in social processes of
interaction.
Which statement below clarifies the differences or similarities presented by Jack

and Robin regarding responsible leadership?
1 Jack is correct
2 Robin is correct
3 Jack and Robin are both correct
4 Neither Jack nor Robin is correct
QUESTION 11
Which one of the following options describes the convergent theory as a

stakeholder approach?
1 The function of the corporation is examined, as well as the moral guidelines for
the operation and management of the corporation.
2 Identifying the relationships between the management of stakeholder groups and
the achievement of corporate goals and objectives.
3 The theory which illustrates the possibility of developing morally sound ways of
conducting profitable business where there is interdependency between social
responsibility and the profitability of the corporate.
4 The characteristics of the corporation, including aspects such as how it is
managed, who the stakeholders are, how the corporate considers its
constituencies and the way its management thinks about managing the
corporate.
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QUESTION 12
The first step in the stakeholder engagement process involves the identification of
the relevant stakeholders. The broader view of stakeholder theory, as defined by
Clarkson (1995), is a group of individuals who are included within the boundaries of
the corporate, such as internal stakeholders. Internal stakeholders include
customers, suppliers, researchers, shareholders, employees and management.
Critique the above paragraph by determining which one of the statements is true.
1 The list of stakeholders

2 The author of the definition
3 The definition of the stakeholder theory mentioned
4 The step in the stakeholder engagement process
QUESTION 13
ThreadOn’s Board of Directors called an urgent meeting to discuss an issue

requiring urgent attention.
The Board of Directors is an example of a _______ ThreadOn stakeholder group

that can be categorised as a _______ stakeholder class.
1 latent; demanding
2 informant; legitimate
3 expectant; low salience
4 definitive; high salience
QUESTION 14
ThreadOn entered into a strategic alliance with a group of stakeholders called

“Vegans for Fashion” to seek their opinion on product design that would be
sensitive to concerns of the vegan fraternity.
This above scenario is an example of _______ engagement.
1 mutual
2 information
3 higher-order
4 medium-order
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QUESTION 15
Stakeholder engagement is most effective when it _______.
1 is prioritised and managed

2 is controlled and well managed
3 includes both internal and external stakeholders
4 incorporates delegation to the respective stakeholders
QUESTION 16
An ethical dilemma _______, whilst an ethical issue _______.
1 includes the example of fraud; is more complicated than an ethical dilemma

2 requires of a decision maker to choose among several unethical options;
includes the example of fraud
3 is less complicated than an ethical issue; requires a decision maker to choose
among several unethical options
4 requires a decision maker to identify the ethical and unethical option; is seen as
a grey area with no right answer
QUESTION 17
Consider the following list of business ethics’ drivers and benefits.
(a) Protection of ThreadOn’s reputation

(b) The minimisation of lawsuits for ThreadOn
(c) Protecting investor confidence at ThreadOn
(d) Maintaining the trust of ThreadOn customers
(e) Attracting high-quality employees to ThreadOn
(f) ThreadOn would appeal to prospective investors
Distinguish between drivers and benefits of business ethics. Drivers include
_______, while benefits include _______.
1 (a) (b) (d) ; (e) (f)

2 (b) (d) (f) ; (a) (c)
3 (c) (d) (f) ; (a) (e)
4 (d) (e) (f) ; (b) (c)
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QUESTION 18
Which one of the following options represents an ethical issue at ThreadOn?
1 Tshepo, the marketing manager, does his tax returns at home. Each year he
overstates his medical expenses on his personal tax returns.
2 Joshua, the procurement manager, noticed that a supplier to one of ThreadOn’s
competitors has an unacceptable working environment. The buildings are a
safety hazard, and they make use of child labour.
3 Raazia, ThreadOn’s financial manager, does private work in her own time.
Raazia referred to the Code of Ethics set out for Chartered Accountants when
she noticed a deliberate overstatement on financial performance from her client.
4 Tom, the procurement manager at Standard Cotton, does his tax returns in his
office and during after-hours at work. He is overstating his medical expenses on
his personal tax returns, as well as claiming over-time for the time spent at work,
doing his tax returns.
QUESTION 19
Consider the following task:
Explain level 1 (one) and 2 (two) of organisational culture and present an example to
show your understanding.
Suppose the following answer is given:
“The first two levels of organisational culture include observable artefacts (level 1)
and values (level 2).
Level 1 is the top level of corporate culture which represents what one can see and
feel. For example, the design and physical layout of offices, dress codes, smell and
atmosphere of an organisation and company records.
Level 2 is the bottom level of corporate culture and represents the basic underlying
assumptions. For example, serving customers, growing people, working in teams,
maintaining high levels of integrity and respecting each other”.
What is wrong with the above answer?
1 The example of one of the levels

2 The examples for both of the levels
3 The description of one of the levels
4 The descriptions for both of the levels
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QUESTION 20
At ThreadOn, Ms Mmako considers all employees to be individuals that can think for
themselves and will do the right thing, and that truth and wisdom in doing the right
thing resides in experienced leaders. This represents the _______ of ThreadOn’s
organisational culture.
1 values
2 observable artefacts
3 employee behaviour
4 basic underlying assumptions
QUESTION 21
In the context of _______, one of the most important areas in which ThreadOn can
improve governance and ensure that ethical principles are applied is _______.
1 procurement; supplier selection

2 procurement; public procurement
3 supply chain management; private selection
4 Broad-Based Black Economic Empowerment; outsourcing to disadvantaged
suppliers
QUESTION 22
ThreadOn’s high moral and ethical stance and power in the supply chain enable
them to influence parts of the supply chain, including the downstream suppliers,
upstream distributors and even the retail outlets.
Critically assess this statement and state which one of the following is incorrect.
1 The word “parts” should read as “whole”

2 The word “influence” should read as “remove”
3 The word “downstream” should read as “upstream”
4 The word “upstream” should read as “downstream”
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QUESTION 23
Consider the examples in Column B and match them to the respective corporate
social responsibility of procurement in Column A.
Column A Column B
Responsibility of Example
procurement
(a) Economic responsibility (i) Continuously purchase the best value product
Black Economic Empowerment through
(b) Ethical responsibilities (ii)
procurement
Law of contract and environmental laws and
(c) Discretionary activities (iii)
regulations
Not purchasing from suppliers who do not
(iv)
have a tax clearance certificate
1 (a) – (i) ; (b) – (iv) ; (c) – (ii)

2 (a) – (ii) ; (b) – (i) ; (c) – (iii)
3 (a) – (iii) ; (b) – (ii) ; (c) – (i)
4 (a) – (iv) ; (b) – (iii) ; (c) – (v)
QUESTION 24
Tom, the procurement manager of Standard Cotton Ltd, has continued purchasing
from the Jenka Plaza supplier in Bangladesh, despite being aware that the supplier
makes use of child labour. Furthermore, the Jenka Plaza supplier offers Tom gifts to
thank him for the continued support.
Considering the above scenario, which one of the statements below best reflects the
relationship between Standard Cotton Ltd and the Bangladeshi supplier?
1 The relationship neglects their legal social responsibilities.

2 The relationship neglects their ethical social responsibilities.
3 From an economic perspective, there is nothing wrong with the relationship.
4 From a discretionary perspective, gifts are encouraged when a supplier would
like to thank a loyal buyer.
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QUESTION 25
Which of the 4 (four) R’s are in the domain of reverse logistics?
1 Reduce, reuse, recondition, recycling
2 Reuse, recycling, reduce, remanufacture
3 Remanufacture, recondition, recycling, reduce
4 Reuse, remanufacture, recondition and recycling
QUESTION 26
Remanufacturing is a _______ option which involves _______.
1 reuse; the process of using an item again after it has already been used
2 salvage; the process of reclaiming any valuable materials before the remainder
is sent to a landfill
3 logistics; redistributing reusable items to a market or to new markets, and
physically moving them to potential new users or future users
4 disposition; the process of returning used products to at least the original
equipment manufacturers’ original performance specifications from the
customers’ perspective and giving the resultant product a warranty that is at
least equal to that of a newly manufactured equivalent
QUESTIONS 27 AND 28
Match the correct example in Column B with the respective “R” of sustainable
supply chains in Column A.
Column A Column B
Respective “R” Example
27. Reduce 1 ThreadOn identified a way to use fewer zips and buttons
per item on a range of clothing.
28. Recycling 2 ThreadOn asks consumers to return zips and buttons
which are in a good condition for secondary use.
3 ThreadOn asks consumers to drop off their used clothes
which ThreadOn repairs/reworks to return to the market
to be sold at Second Time Around at a cheaper price.
The clothes are not considered to be as “good as new”.
4 ThreadOn has a drive whereby consumers can sell their
clothes which are still in great condition, to ThreadOn.
ThreadOn reworks their clothing, and some parts are
sent back into the production process. These items are
returned to the market as “good as new”.
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QUESTION 29
The spirit of corporate citizenship should be seen as a stand-alone concept, but it

should be embedded in the corporate climate and culture, and subsequently in the
human resource (HR) policies, processes and practices as well. ThreadOn’s HR
department has a very important role to play in the formulation of the corporate
strategy, especially in terms of corporate citizenship, for business, legal and values-
based reasons. It is widely accepted that the HR function should be an active role-
player in the formulation of corporate values and a sustainability strategy. The
responsibility of the HR function is to implement practices that support and facilitate
the ability of the corporate to administer citizenship rights to its employees and other
stakeholders.
Critique this paragraph by determining which one of the following assertions is true.
1 Corporate citizenship should not be seen as a stand-alone concept.

2 The assertions regarding the HR function and corporate citizenship.
3 General HR functions cannot reveal the corporate citizenship commitment.
4 As a lower order corporate citizenship function, the HR function should be
actively involved in formulating the corporate values and sustainability strategy.
QUESTION 30
During the recruitment process at Reputable Textiles, employees were informed of

issues around job security. With the acquisition, both rationalisation and possible job
losses were a worry for certain employees, which can be justified from a labour law
and business perspective.
Critique the statement above by determining which one of the following assertions
is correct. This statement can be seen as a _______.
1 direct result of poor performance

2 reflection of the utilitarian approach
3 consequence of the written contract
4 breach of the psychological contract
51
QUESTION 31
The _______ approach reflects the _______ perspective, an important aspect of

corporate citizenship and the role of the human resource function in it.
1 utilitarian; value-based
2 utilitarian; business case
3 deontological; value-based
4 deontological; business case
QUESTION 32
Many of ThreadOn’s prospective applicants do not have access to the internet.
Which one of the following options would then be an example of unethical

recruitment practices? The use of _______.
1 road shows
2 printed media
3 recruitment agencies
4 online or IT-based recruitment drive
QUESTION 33
The experience of marketers is that they are forced to follow a voluntary ethical code
or management philosophy in all their marketing tasks and activities. This ethical
code is known as the marketing concept. The marketing concept is a voluntary
ethical code according to which all marketing activities should be performed. It is
based on the principles of profit orientation, consumer orientation, social
responsibility and organisational integration.
Critique the above statement and indicate which one of the following options is
incorrect.
1 The ethical code is voluntary

2 The principles of the marketing concept are correct
3 All of the points regarding the marketing concept are true
4 The marketing concept and ethical code are not synonymous
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QUESTION 34
A _______ price is the price that the organisation wants to obtain, taking into
consideration the cost structure, the business’s capital needs, and the potential sales
volume of the product.
1 sale
2 cost
3 final
4 target
QUESTION 35
ThreadOn has adopted a _______ price strategy for the Guaran-tee range.
1 leader
2 skimming
3 sustainable
4 market-penetration
QUESTION 36
ThreadOn decided not to use a _______ price strategy, because it might

discourage potential competitors from competing.
1 follower
2 skimming
3 sustainable
4 market-penetration
QUESTION 37
Which one of the following statements represents a reason why profit

maximisation is only one part of the total picture in terms of financial
management?
1 Accounting profits always reflect cash flows.

2 Product maximisation does not directly factor in the time value of money.
3 Accounting profits consider the impact of risk on the value of the corporate.
4 It is impossible for management to increase a corporate’s profit within a specific
financial year by reducing costs.
53
QUESTION 38
Consider the following considerations:
(a) Achieve a positive social impact

(b) Regulation of consumer protection
(c) Financial education, capability and awareness
(d) Incorporate environmental, social and governance factors
(e) Generate sustainable and competitive long-term corporate returns
(f) Invest in projects and assets which would improve the management of risk
From the list above, _______ are all considerations for _______.
1 (b) (d) (e) and (f) ; self-regulation

2 (a) (d) (e) and (f) ; responsible investment
3 (a) (b) (e) and (f) ; respective stakeholders
4 (b) (c) (d) and (e) ; maximisation of corporate value
QUESTION 39
The fundamental objective of financial management is _______.
1 profit maximisation
2 share price maximisation
3 corporate value maximisation
4 shareholder wealth maximisation
QUESTION 40
By investing in the company, Alive Creations, ThreadOn displays a _______

investing strategy.
1 community
2 best-in-class
3 positive screening
4 sustainable themed
TOTAL MARKS: 40
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13 ADDENDUM D: SECOND SEMESTER – ASSIGNMENT 01

MNN3701 in the second semester of 2017.
ASSIGNMENT 01
Due date: 18 August 2017
SECOND SEMESTER

examination.
 The assignment applies to the second semester only.


book.

worth one mark each (35 marks).

mark-reading sheet.
55
QUESTION 1
As of 2017, the definition of corporate citizenship that will be used for MNN3701
is defined as the _______.
1 role of the corporation in administering citizenship rights for individuals

2 practice by which companies are managed and controlled as citizens for
sustainability
3 concept whereby corporate citizens integrate social and environmental concerns
in their business operations and in their interactions with their stakeholders
4 contribution a corporate citizen makes to society through its core business
activities, its social investment and philanthropic programmes, and its
engagement in public policy
QUESTION 2
_______ is/are the curator(s) of the correct definition presented in Question 1

above.
1 Matten and Crane

3 European Commission
4 Carroll and Buchholtz
QUESTION 3
Select the option which best reflects an example of political rights.
1 Protection of property rights.

2 The right to education and housing.
3 The right to healthcare and welfare.
4 Participation in the formation of the public policy by which society is governed.
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QUESTION 4
Select the option which best reflects an example of civil rights.
1 The right to vote.

2 The right to education and housing.
3 Protection of citizens against intrusions on their freedoms.
4 Participation in the formation of public policy by which society is governed.
QUESTION 5
Using children as a cheap source of labour can be very profitable but it denies these
children the right to be children, and the right to education. Which one of the
following would represent an example of a clothing retailer channelling the political
rights of citizens to express their unhappiness with this practice?
1 Lobbying governments in regions where child labour occurs to put in place

policies preventing the practice.
2 Donating a percentage of the proceeds from the sale of their garments to
Counting Buttons.
3 Investing in a non-governmental organisation (NGO) that develops online
educational systems that might be delivered to children who are working.
4 Selling t-shirts that indicate that “these t-shirts are proudly made by little hands
and a lot of love goes into our tailoring. Our parents have granted us permission
to work so that we can learn this skill to support our families”.
QUESTION 6
The most commonly advanced definition of sustainable development is the

_______ definition, which states that sustainable development is _______.
1 Brundtland; a dynamic process which enables all people to realise their potential
and to improve their quality of life
2 Forum for the Future; a dynamic process which enables all people to realise their
potential and to improve their quality of life
3 Brundtland; development that meets the needs of the present without
compromising the ability of future generations to meet their own needs
4 Forum for the Future; development that meets the needs of the present without
compromising the ability of future generations to meet their own needs
57
QUESTION 7
Creating entry-level positions at ThreadOn enables the organisation to contribute

towards Sustainable Development Goal _______, and is playing a part in lifting
people in the surrounding communities from _______.
1 1; the slums
2 8; the poverty line
3 6; potential disease
4 2; impoverished areas
QUESTION 8
By promoting inclusive and sustainable economic growth, employment and decent

work, ThreadOn is contributing towards the achievement of Goal _______ of the
_______ goals.
1 3; Social Investment
2 4; Millennium Development
3 6; United Nations Global Compact
4 8; Sustainable Development
QUESTIONS 9 AND 10
Match the most suited Sustainable Development Goal (SDG) in Column B with
the relevant example of an action in Column A.
Column A Column B
Example SDG
9. The aim of the “Guaran-tee” product line 1 Five (5)
2 Eight (8)
10. ThreadOn’s “Women Who Will” programme 3 Eleven (11)
4 Twelve (12)
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QUESTION 11
Consider the following statement regarding climate change.

Climate change, in brief, is defined as the increase of earth’s surface temperature.
Fluctuations of weather patterns over shorter periods of time, for example, periods
shorter than a few decades such as El Nino, do not represent climate change. The
term climate change is used to refer specifically to changes in climate caused by
human activity, as opposed to changes that may have resulted as part of the earth’s
natural processes. Hence, climate change has become synonymous with the term
anthropogenic global warming where the latter refers to the production of
greenhouse gases emitted by human activity.
Critique the statement above by determining which assertion is incorrect.
1 The definition of climate change

2 El Nino was used in the wrong context
3 The changes presented by climate change
4 The understanding of anthropogenic global warming
QUESTION 12
ThreadOn has significantly reduced its greenhouse gas emissions as a way for the
corporate to play its part in limiting climate change.
ThreadOn is using a climate change ______ strategy.
1 reduction
2 mitigation
3 solar powered
4 environmental prioritisation
59
QUESTION 13
Match the characteristics in Column B with the correct industrial revolution in

Column A.
Column A Column B (Characteristics)

Industrial Revolution A revolution _______.
(a) First (i) introducing Information Technology (IT)
(b) Second (ii) spurred by the use of water and steam to power
machinery
(c) Third (iii) whereby technology was expanded beyond just
computer software
(d) Fourth (iv) whereby inequalities between countries and within
countries widened
1 (a) – (i); (b) – (ii) ; (c) – (iii) ; (d) – (iv)

2 (a) – (ii); (b) – (iv) ; (c) – (i) ; (d) – (iii)
3 (a) – (iii); (b) – (ii) ; (c) – (iv) ; (d) – (i)
4 (a) – (iv); (b) – (iii) ; (c) – (ii) ; (d) – (i)
QUESTION 14
The _______ industrial revolution was the precursor to thinking about the concept
of sustainable development.
1 first
2 second
3 third
4 fourth
QUESTION 15
Which one of the following variables does not have a definite influence on
corporates and that they do not need to adapt to?
1 Globalisation
2 A stagnation of the world of work
3 Increase in the demand and power of customers
4 Intellectual capital and learning are becoming more and more important
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QUESTION 16
Corporates have employees from various age generations. _______ are workers
empowered by their ability to master the newest and latest technology, they
challenge the conventional way of doing things and they are constantly seeking new
ways of doing things.
1 The silent generation

2 The baby boomers
3 Generation X
4 Generation Y
QUESTION 17
A criticism of the _______ view of corporate citizenship is that it _______.
1 complicated; is influenced by globalisation

2 equivalent; is depicted as motivated by self-interest
3 extended; fails to address or define any new role for the corporation
4 limited; does not explain or conceptualise the notion of citizenship involved in
philanthropy
QUESTION 18
When considering the views of corporate citizenship, it is clear that ThreadOn

reflects a(n) _______ view.
1 limited
2 extended
3 equivalent
4 complicated
QUESTION 19
Based on the evidence in the case study, it is clear that Standard Cotton Ltd reflects
a(n) _______ view of corporate citizenship.
1 limited
2 extended
3 equivalent
4 complicated
61
QUESTION 20
The _______ is/are one of the most widely acknowledged facilitators of corporate
citizenship around the world.

2 Fairtrade Programme
QUESTION 21
Consider your answer to Question 20 above. This framework was first proposed by
the former United Nations Secretary-General, _________, in ________ in an
address to the _______.
1 Kofi Annan, 2000, United Nations

2 Ban Ki-Moon, 1999, United Nations
3 Kofi Annan, 2000, World Economic Forum
4 Ban Ki-Moon, 1999, World Economic Forum
QUESTION 22
Due to Kagiso’s encouragement of Ms Mmako, ThreadOn will be able to _______,
which is a _______ of the United Nations Global Compact (UNGC).
1 leverage the United Nation’s global reach and convening power with
governments; greenwash effect
2 access the United Nation’s broad knowledge in development issues and its
practical reach worldwide; principle
3 access the United Nations knowledge of and experience with sustainability and
development issues; benefit
4 rally around universal solutions to contemporary problems related to
globalisation and sustainable development; smokescreen effect
QUESTION 23
The behaviour of Standard Cotton Ltd in 2014 has been critiqued by other UNGC
signatories as _______.
1 unfair
2 bluewash
3 greenwash
4 a smokescreen
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QUESTION 24
Morality can be described as _______, whilst ethics is described as _______.
1 a set of moral principles, norms or standards that directs individual behaviour; a

concern for individual or collective behaviour and how individuals should behave
2 offering explanations that connect acting justly with the achievement of doing
good; the underlying values (or individual principles) that decisions are based on
3 the underlying values (or individual principles) that decisions are based on; a set
of moral principles, norms or standards that direct individual behaviour
4 the application of morals to decisions; offering explanations that connect acting
justly with the achievement of doing good
QUESTION 25
Match the respective question in Column B with the correct perspective in

Column A.
Column A Column B
Perspective Question
(a) Ethics of duty (i) Is the procedure and outcome fair?
(b) Ethics of justice (ii) Does the action treat humanity fairly?
(iii) Does it violate the basic rights of individuals?
(iv) Will it be acceptable if other people also do this?
1 (a) – (i) (iii) ; (b) – (ii) (iv)

2 (a) – (ii) (iv) ; (b) – (i) (iii)
3 (a) – (iii) (v) ; (b) – (ii) (iv)
4 (a) – (iv) (ii) ; (b) – (iii) (v)
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QUESTION 26
Standard Cotton Ltd’s action in 1996 is an example of _______ which reflects the
_______ approach.
1 price fixing; utilitarianism

2 predatory pricing; egoism
3 anti-competitiveness; unethical behaviour
4 competitiveness; protection of the consumer
QUESTION 27
As a means to protect the industries against actions displayed in question 26

above, South Africa adopted the _______.
1 Relations Act 66
2 Consumer Act 68
3 Competition Act 89
4 Bureau of Standards
QUESTIONS 28
When considering the three broad reasons why an organisation should practise
corporate citizenship; which main rationale is Standard Cotton Ltd considering when
adhering to the Acts which promote equality and safety?
It is evident from the case study that Standard Cotton Ltd practises corporate
citizenship because it _______.
1 has to
2 is the right thing to do
3 can increase profitability by doing so
4 is following a principle of the United Nations Global Compact
QUESTION 29
Which one of the following statements regarding ethics and legislation is correct?
1 The law continues where ethics stop.

2 The overlap between ethics and legislation is complete.
3 The scope of ethics follows legislation and it is the code by which society works.
4 The scope of ethics includes the law, however, it also includes ethical standards
not codified by the law.
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QUESTION 30
With respect to corporate citizenship, which statement must corporates consider in

their decision-making?
Organisations ought to consider _______.
1 their legal obligations above all else

2 their ethical obligations above all else
3 both their legal responsibility as well as their ethical responsibility
4 neglecting lawful obligations if they do not align with their ethical aspirations
QUESTION 31
Management at _______ display an autocratic leadership style, as evident in the

case scenario.
1 ThreadOn Ltd
2 ABC Apparel Ltd
3 Standard Cotton Ltd
4 Reputable Textiles Ltd
QUESTION 32
Which one of the following statements below can be used to describe the
responsible leader as a steward?
The leader who _______.
1 plays an indispensable role in formulating the vision, or desired future, of their

organisations
2 is an active citizen that recognises that his or her organisation and society are
connected to each other
3 shares his or her power with his or her follower, puts the needs of others first and
helps followers to develop and perform as highly as possible
4 has a global perspective on managerial challenges, a social and moral radar to
assess the social, ecological and cultural environment to steer an organisation
through challenging waters
65
QUESTION 33
At ThreadOn, Monica is seen as a _______ leader as a(n)_______.
1 responsible; coach
2 visionary; information sharer
3 transformational; meaning enabler
4 responsible; storyteller and meaning enabler
QUESTIONS 34 AND 35
Match the leadership style approach in Column B with the respective

philosopher(s) who developed or postulated the approach in Column A.
Column A Column B
Philosopher Leadership style approach
34. Robert House 1 Developed a continuum of leadership styles

between the extremes of a task-orientated and
employee-orientated leader.
35. Hersey and 2 Developed four leadership styles that are needed
Blanchard from a leader, namely telling and directing, selling
and coaching, participating and supporting, and
delegating.
3 Postulated that successful leadership depends on

the match between the leader, the follower and the
situation, and how well his or her style fits the
situation.
4 Postulated that it is the leader’s job to assist his or

her followers in attaining their goals and to provide
them with the necessary direction and support to
ensure that their goals are compatible with the
overall vision, mission and goals of the
organisation.
TOTAL MARKS: 35
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MNN3701/101
14 ADDENDUM E: SECOND SEMESTER – ASSIGNMENT 02

MNN3701 in the second semester of 2017.
ASSIGNMENT 02
Due date: 6 September 2017
SECOND SEMESTER

examination.
 The assignment applies to the second semester.

 The assignment deals with Learning units 6 to 14 found on

book.

worth 1 mark each (40 marks).

mark-reading sheet.
67
QUESTION 1
Which governance framework should ThreadOn follow for its operations in South
Africa?
1 King I Report
2 King III Report
3 Sarbanes-Oxley Act
QUESTION 2
Which one of the following combinations fall within the portfolio of the Board of
Directors at ThreadOn?
1 Internal auditing, risk evaluation, administering citizenship rights, accurate risk
disclosure.
2 Risk governance, external control, ensuring continuous risk monitoring by
management, responsible leadership to ensure effective transformation.
3 Sustainable governance and assurance, listening to stakeholders to increase the
probability of anticipating unpredictable risks, compliance with laws and
regulations, honesty and integrity.
4 Governance of risk, determining the levels of risk tolerance, ensuring risk
assessments are performed, ensuring that frameworks and methodologies are
implemented to increase the probability of anticipating unpredictable risks.
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MNN3701/101
QUESTION 3
Match the responsibilities in Column B with the respective responsible role-

player in Column A.
Column A Column B
Role-player Responsibilities
(a) Ms Mmako (i) Report audit observation.
(b) Jane (ii) Monitor progress against the risk management strategy.
(iii) Establish a method of compliance with internal policies.
(iv) Manage risk incidents and loss events and the lessons
learned.
(v) Adopt and support strong internal controls, written policies

and procedures.
1 (a) – (i) (ii) ; (b) – (iii) (v)

2 (a) – (ii) (iv) ; (b) – (i) (v)
3 (a) – (iii) (v) ; (b) – (ii) (iv)
4 (a) – (v) (iv) ; (b) – (v) (iv)
QUESTION 4
Which author stated his view that it is more effective to think of corporate
governance as a state of mind, a concept that is fluid and adaptable to the changing
face of commerce?
1 Barac
2 Anand
3 Sir Adrian Cadbury
4 The Basel Committee on Banking Supervision
69
QUESTION 5
Part of ThreadOn’s risk management framework is to ensure two basic components:

the value-adding activities, and the primary principles for managing risk.
These are components of the risk management _______, which is the _______
component of the risk management framework.
1 culture; first
2 process; fourth
3 structure; third
4 strategy; second
QUESTION 6
A corporate has achieved a competitive advantage when it _______.
1 administers citizenship rights to its consumers, on the same level as its

competitors
2 achieves the goals of realising the advantages of implementing a successful
strategic sustainability programme
3 is more profitable than its competitors by creating products or offering services
that are of a higher quality, lower cost or better value than that of its competitors
4 has implemented a strategic sustainability programme which focuses on
sustainable development, social responsibility, “green initiatives” and corporate
citizenship
QUESTION 7
Part of Monica’s responsibility at ThreadOn is the _______ stage of the strategic

management process.
1 strategy policing
2 strategy implementation
3 strategy performance and control
4 strategy planning and development
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MNN3701/101
QUESTION 8
Part of ThreadOn’s journey towards becoming a sustainable corporate is to ask

a number of questions. Therefore, at the quarterly management meeting, a number
of questions were asked:
Are we compensating fairly? Are our research practices ethical? Are we treating all
stakeholders fairly? How are we managing waste in our operations? Is there a way
to make our packaging more environmentally friendly?
The questions asked above, reflect those which should be asked when conducting
a(n) _______ analysis on the corporate’s _______.
1 internal; value chain

2 supplier; procurement
3 stakeholder; stakeholder prioritisation
4 strategic; sustainable development programme
QUESTION 9
Over the years, ThreadOn made a deliberate effort to ensure that the sustainability
department operates interdependently with the other departments within the
corporate.
This is an example of ThreadOn using _______ as a driver of strategy

implementation.
1 structure
2 reward systems
3 internal stakeholders
4 policies and procedures
71
QUESTION 10
Robin believes that sustainable leadership refers to behaviours, practices and

systems that create enduring value for all corporate stakeholders. While, according
to Jack, sustainable leadership has to do with legal, moral, and mental
responsibility by providing accountability.
Which statement below clears up the differences or similarities between their

understanding of the leadership type?
1 Jack is correct
2 Robin is correct
3 Jack and Robin are both correct
4 Neither Jack or Robin are correct
QUESTION 11
_______ is an approach to stakeholder theory which illustrates the possibility of

developing morally sound ways of conducting profitable business where there is
interdependency between social responsibility and the profitability of the corporate.
1 Convergent theory
2 Instrumental theory
3 Normative stakeholder engagement
4 Descriptive stakeholder engagement
QUESTION 12
Consider the well-known approach developed by Mitchell, Angle and Wood.
Stakeholder _______ is the degree to which managers give priority to competing

stakeholder claims, which should be based on three variables, namely _______.
1 salience; power, legitimacy, urgency

2 legitimacy; salience, power, urgency
3 competition; power, legitimacy, materiality
4 prioritisation; materiality, legitimacy, urgency
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QUESTION 13
ThreadOn ensures that no animals or wildlife inhabiting the land near its farmland
operations are affected by any sort of deforestation.
The animals are an example of a(n) _______ stakeholder group which can be
categorised as a _______ stakeholder class.
1 latent; helpless
2 expectant; dependent
3 informant; low salience
4 definitive; high salience
QUESTION 14
Before setting up a factory in a small town in the Limpopo Province (which would
affect the community and potentially the respective natural environment), ThreadOn
believed that _______ was the best level of engagement to undertake between the
organisation and the respective community.
If ThreadOn simply aimed to pass on information because their operations had no

effect on the natural environment or community, an initial level of _______ would
have been suitable.
1 partnership; placation
2 consultation; informing
3 placation; delegated power
4 delegated power; consultation
QUESTION 15
_______ is defined as the ability to secure or obtain resources, knowledge and

information through relationships with and between individuals, communities and
stakeholder groups.
1 Shared value
2 Social capital
3 Social networks
4 Network consistency
73
QUESTION 16
An ethical _______ includes the example of fraud; whilst an ethical _______

requires of a decision maker to choose among several unethical options.
1 fact; disaster
2 issue; dilemma
3 wrong; grey area
4 mistake; challenge
QUESTION 17
Consider the examples in Column B and match them to the driver or benefit of
business ethics in Column A.
Column A Column B
Driver/benefit Example
(a) Driver (i) Protection of ThreadOn’s reputation
(b) Benefit (ii) The minimisation of lawsuits for ThreadOn
(iii) Protecting investor confidence at ThreadOn
(iv) Attracting high-quality employees to ThreadOn
(v) ThreadOn would appeal to prospective investors
1 (a) – (i) (ii) (iii) ; (b) – (iv) (v)

2 (a) – (i) (iii) (v) ; (b) – (ii) (iv)
3 (a) – (iv) (v) ; (b) – (i) (ii) (iii)
4 (a) – (ii) (iv) ; (b) – (i) (v) (iii)
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MNN3701/101
QUESTION 18
Ms Mmako at ThreadOn has a difficult ethical decision to make. Consider the

following steps and rank the first six (6) steps in order, from step 1 to 6.
(a) Identify the consequences

(b) Identify the affected parties
(c) Gather the facts of the situation
(d) Identify the duties and obligations
(e) Define the ethical issues or dilemmas
(f) Consider your character and integrity
1 (a) (b) (c) (d) (e) (f)

2 (b) (c) (f) (d) (e) (a)
3 (c) (e) (b) (a) (d) (f)
4 (d) (a) (b) (c) (f) (e)
QUESTION 19
Which one of the following statements represents an ethical dilemma at ThreadOn?
1 Decisions concerning human rights when insourcing.

2 Tshepo must consider the ethical standards for advertising and marketing at
ThreadOn.
3 Raazia is investigating the salary inequalities between top management and
other employees.
4 Monica is using company time and resources to get updates about her husband
who is in hospital.
QUESTION 20
“At ThreadOn, an ethical culture starts at the top and is conveyed by example”.
The statement above represents a characteristic of the _______ cluster of an

ethical culture.
1 process integrity
2 mission and values
3 stakeholder balance
4 leadership effectiveness
75
QUESTION 21
The social responsibilities of the procurement department can be defined as meeting

the discretionary responsibilities expected by society, and involves several activities.
Considering ThreadOn's discretionary social responsibilities which fall under
procurement, critically assess the following statements in light of the incident in
Bangladesh.
ThreadOn did not meet their procurement and supply chain management
responsibilities, in terms of _______.
(a) safety
(b) leadership
(c) community
(d) human rights
(e) the environment
(f) stakeholder engagement
1 (a) (c) (d)

2 (b) (a) (f)
3 (c) (d) (e)
4 (d) (e) (f)
QUESTION 22
ThreadOn’s supplier relations with Reputable Textiles constitute _______ and

_______.
1 the procurement of strategic materials; an alliance of partnership

2 economic empowerment development; sustainable development
3 economic empowerment development; Broad-Based Black Economic
Empowerment (B-BBEE)
4 Broad-Based Black Economic Empowerment (B-BBEE); the procurement of
strategic materials
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MNN3701/101
QUESTION 23
Sikunye Bits and Bobs (Sikunye B&B), a black-owned home-business operating from
Soweto, produces buttons and zips. The products are of excellent quality but the
business is struggling in terms of ThreadOn’s required volumes and timely delivery.
There are many options which constitute ways in which ThreadOn could partner with
Sikunye B&B, whilst simultaneously improving their Broad-Based Black Economic
Empowerment (B-BBEE) score. Which one of the following options should ThreadOn
not follow?
1 Acquire Sikunye B&B materials.

2 Assist Sikunye B&B to become a B-BBEE accredited supplier.
3 Make facilities available to enable Sikunye B&B to increase their production
potential.
4 Provide financial support to enable Sikunye B&B to purchase a more reliable
means of transporting their products on time.
QUESTION 24
ThreadOn makes use of _______ management.
1 green supply chain

2 green procurement
3 integrative supply chain
4 integrative procurement
QUESTION 25
The “R” which does not fall under the domain of reverse logistics is “_______”.
1 reuse
2 reduce
3 recondition
4 remanufacture
77
QUESTION 26
Recycling is a _______ option which is the process of _______.
1 reuse; using an item again after it has already been used

2 salvage; reclaiming any valuable materials before the remainder is sent to a
landfill
3 disposition; collecting used products, components and/or materials from the field,
disassembling them, separating them into categories of similar materials, and
processing them into products, components, and/or materials for reuse or resale
4 logistics; the process of returning used products to at least the original
equipment manufacturers’ original performance specifications from the
customers’ perspective and giving the resultant product a warranty that is at
least equal to that of a newly manufactured equivalent
QUESTIONS 27 AND 28
Consider the examples in Column B and match them to the respective “R” of
sustainable supply chains in Column A, to answer questions 27 and 28.
Column A Column B
“R” Example
27. Recondition 1 ThreadOn identified a way to use fewer zips and buttons
per item on a range of clothing.
28. Remanufacture 2 ThreadOn asks consumers to return zips and buttons that
are in a good condition for secondary use.
3 ThreadOn asks consumers to drop off their used clothes

which ThreadOn repairs/reworks to return to the market to
be sold at Second Time Around at a cheaper price. The
clothes are not considered to be as “good as new”.
4 ThreadOn has a drive whereby consumers can sell their

clothes, which are still in great condition, to ThreadOn.
ThreadOn reworks their clothing, and some parts are sent
back into the production process. These items are
returned to the market as “good as new”.
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MNN3701/101
QUESTION 29
The _______ approach refers to the relationship between ThreadOn and its
employees, and is concerned with bi-directional expectations and similarities
between the employees' and the corporate’s values, morals and principles.
This aspect of corporate citizenship is mostly regulated by the _______ contract.
1 bi-directional; business
2 utilitarian; employment
3 interactionist; theoretical
4 deontological; psychological
QUESTION 30
Consider the list of variables presented below:
(a) Legal compliance

(b) No discrimination
(c) Fair discrimination
(d) Clear communication
(e) Optimal and fair advertising media
(f) The decision on recruitment media
(g) Ethical compliance over legal compliance
(h) Trained, specialised and knowledgeable individuals
(i) Standard advertising media, as benchmarked from western corporations
Which one of the combinations below best represents the corporate citizenship
considerations for the staffing function?
1 (a) (c) (d) (f) (h)

2 (b) (d) (e) (h) (i)
3 (c) (e) (f) (g) (h)
4 (d) (f) (g) (h) (i)
79
QUESTION 31
Match the human resource (HR) function in Column B with the relating example
in Column A.
Column A Column B
Example HR function
(a) ThreadOn is preparing a national recruitment (i) planning

drive to appoint new, young employees
(b) ThreadOn invited all employees to a training
(ii) staffing
Intervention
(iii) development of human

resources
(iv) employment relations
1 (a) – (i) ; (b) – (ii)

2 (a) – (ii) ; (b) – (iii)
3 (a) – (iii) ; (b) – (iv)
4 (a) – (iv) ; (b) – (i)
QUESTION 32
After the merger with Reputable Textiles, critical vacancies at ThreadOn were
identified, one of which was the post of a specialised IT developer, a very scarce skill
in the country. After numerous unsuccessful attempts to recruit such an individual,
management instructed Human Resource ((HR) functionaries to headhunt a suitable
candidate, and to offer the individual 50% more than the market value (also outside
the corporate’s remuneration scales). Currently there are a few loyal IT developers at
ThreadOn, but they are not specialists in the field, and they are all on the same
remuneration level.
Kagiso has critiqued this situation and has advised the HR department that
_______.
1 this is an example of “modern-day slavery”

2 there is no corporate citizenship concern evident
3 if the board of directors authorised the recruitment exercise, then the decision is
justified
4 IT developers are specialists in the relevant field and therefore deserve 50%
more than the market value
80
MNN3701/101
QUESTION 33
ThreadOn makes use of _______ marketing.
1 social
2 campaign
3 conscious
4 environmental
QUESTION 34
ThreadOn makes use of _______ market coverage.
1 multi-
2 selective
3 intensive
4 exclusive
QUESTION 35
What was the main technique used by ThreadOn to communicate the message
about the organisation being committed to sustainability, specifically through their
new Guaran-tee range?
1 Public relations
2 Personal selling
3 Sales promotion
4 Outdoor advertising
81
QUESTION 36
In January 2017, Standard Cotton advertised a special deal with excellent prices on
a number of items. However, when consumers got to the store, those items had
apparently “sold out”, but a “better offer” (a far more expensive offer) was available,
which the sales representatives encouraged consumers to buy.
Standard Cotton used a(n) _______ price strategy; this type of pricing is _______.
1 odd; when a company uses odd prices because an odd price looks smaller
2 market-penetration; an initially low price with the aim of penetrating the market
rapidly
3 packaged; the joining of two or more items which are packaged as a cheaper
deal than buying the items individually
4 bait; advertising prices at a rather low price which can be seen as unethical and
can have a long-term negative impact
QUESTION 37
The financial management objective should centre on the object of

corporate _______ maximisation.
1 value
2 profit
3 growth
4 citizenship
82
MNN3701/101
QUESTIONS 38 AND 39
Consider the financial term in Column B and match it to the correct description in
Column A.
Column A Column B
Description Financial term
38. Investing in assets and/or projects that aim 1 ESG financing

to incorporate environmental, social and
governance factors in investment decisions,
to improve the management of risk,
generate sustainable, competitive long-term
returns and achieve a positive societal
impact.
39. A guiding principle for how financial services 2 Integrated investing

should be delivered to meet the challenge of
promoting and advancing sustainable
development.
3 Responsible financing
4 Responsible investment
QUESTION 40
The concise communication about how an organisation’s strategy, governance,

performance and prospects, in the context of its external environment, lead to the
creation of value over the short, medium and long term.
The above paragraph defines _______ reporting, which is driven by the ________.
1 governance; King III Report

2 financial; United Nations Global Compact
3 investment; Principles for Responsible Investment
4 integrated; International Integrated Reporting Council
TOTAL MARKS: 40
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UNISA 2016
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MNN3701/101/3/2017

Tutorial Letter 101/3/2017

Department of Business Management

This tutorial letter contains important information

PLEASE TAKE NOTE OF THE FOLLOWING:

ONLY FOR STUDENTS ENROLLED FOR THE

Due date Unique number

01 06 March 2017 851557

02 19 April 2017 863666

ONLY FOR STUDENTS ENROLLED FOR THE

Due date Unique number

01 18 August 2017 730910

02 06 September 2017 845028

We wish to welcome you as a student of Corporate Citizenship (MNN3701) and we

1.1 Tutorial matter

 the Module Online document (MO001) for MNN3701

1.2 Inventory letter

To go to the myUnisa website start at the main Unisa website,

1.4 Study groups

Directorate: Student Administration and Registration

2 PURPOSE AND OUTCOMES OF THE MODULE

Studying this module will enable you to:

 Analyse the context of corporate citizenship

 Critically consider the conceptualisation, implementation and evaluation of

 the CONTEXT of corporate citizenship,

3 LECTURER AND CONTACT DETAILS

You can contact your lecturers by sending a communication (preferably e-mail) to

MS TRACEY COHEN (PRIMARY LECTURER)

E-MAIL ADDRESS: cohent@unisa.ac.za

TELEPHONE NUMBER: 012 429 6136

Department of Business Management

University of South Africa (UNISA)

POSTAL ADDRESS: PO Box 392

Room 4-41, AJH van der Walt Building

PHYSICAL ADDRESS UNISA

MS LERATO SEOBI (SECONDARY LECTURER)

E-MAIL ADDRESS: seobiml@unisa.ac.za

TELEPHONE NUMBER: 012 429 4723

Department of Business Management

University of South Africa (UNISA)

POSTAL ADDRESS: PO Box 392

Department Business Management

Department fax number 012 429 8558

Department phone number 012 429 4212 / 4220

Department e-mail address Busman@unisa.ac.za

Description of enquiry Directorate/ Short E-mail address

Applications and Student Admissions 43578 Study-info@unisa.ac.za

(Example: Forgot your

Fax number (RSA) 012 429 4150

Fax number (international) +27 12 429 4150

General Unisa SMS number** 32695 – SMSs cost R1-00 each

**SMS FORMAT: NAME, SURNAME, STUDENT NUMBER, MESSAGE

SMS EXAMPLE: MICHELLE, PIENAAR, 99010799, PLEASE USE THIS SERVICE.

REMEMBER: ALWAYS PROVIDE YOUR STUDENT NUMBER WHEN

4.1 Prescribed book

Your prescribed book for this module for 2017 is as follows:

Botha, T (Editor). 2016. Corporate Citizenship. Cape Town: Oxford University

It is your responsibility to obtain the prescribed book as soon as possible. Your

Tel: +27 12 429 4152

There are no recommended books or e-reserves for MNN3701.

5 STUDENT SUPPORT SERVICES

Familiarise yourself with the myUnisa

2 Read through learning units 1 and 2 Read through chapters 1 and 2 8