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MNG2601-25-EX06
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Jonathan Bradfield has been farming for 42 years and is currently the owner of Limestone Hill, outside Bathurst in the Eastern Cape. Jonathan farms mainly with pineapples together with his sons-in-law, Anton Ferreira and Albert van der Westhuizen. In 2006, Limestone Hill was nearly ruined when the toxic metal cadmium was found in a consignment of canned pineapples in Europe. A multi-national fertiliser distributor imported low-grade zinc-sulphate from Asia that contained high concentrations of cadmium and lead. It contaminated the local export of canned pineapple rings, and South Africa’s reputation as a pineapple producer was scarred. At the time, it was a catastrophe as no one knew where it was going to end. The problem was discovered in Switzerland while testing a batch of canned pineapples imported from South Africa. The entire shipment had to be returned as it could not be established which of the cans contained the toxic metal. This was a tremendous loss for Limestone Hill, as most of their annual produce was included in this shipment. Bradfield explained that the juice of pineapples is more easily tested, as you can juice a large batch of pineapples and afterwards ensure the cadmium levels are within the acceptable limit before bottling. The overall pineapple industry, as well as Limestone Hill, started concentrating more on juicing instead of only canning pineapples to prevent such large losses of product and revenue from occurring again. In 2008, Bradfield also decided to branch out into the drying of pineapples. The decision was based on adding additional value to the pineapple fruit. At the time, it was a new idea and very unorthodox. To test the viability of the product, Bradfield dried a few pineapples using his biltong dryer and offered the community some product samples to receive feedback. By including the drying of pineapples as well, Bradfield was able to stabilise his business even further after the damage done by the cadmium exporting incident. Considering the activities related to planting and processing of the pineapple fruit, it can be said that Limestone Hill followed a/n ______ corporate growth strategy.
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Jonathan Bradfield has been farming for 42 years and is currently the owner of Limestone Hill, outside Bathurst in the Eastern Cape. Jonathan farms mainly with pineapples together with his sons-in-law, Anton Ferreira and Albert van der Westhuizen. Son-in-law Anton Ferreira has been farming with Bradford for the past seven years. Responsibility for the main farming activities was transferred to Ferreira in 2022. Ferreira explains that it is not that he has a passion specifically for farming and that it is a challenging industry, but the opportunities it holds in terms of the environment and the people make the hardship worth it. Before joining Bradfield on the farm, Ferreira worked at an American farming company. It was only upon returning to South Africa that he discovered his love for the people and the community, and now he focuses on uplifting and engaging the community on the farm. Ferreira was also responsible for the establishment and growth of the dried pineapple business unit of the farm. He has a background in water culture, so it was a natural progression to that side of the business. With a water culture background, Anton Ferreira’s _____ managerial skills are evident when managing the dried pineapple business unit.
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Concertive control _____.
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A _____ organisation exists when there are _____ managerial levels with _____ spans of control; whereas a _____ organisation exists when there are _____ managerial levels with _____ spans of control.
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Netflix proved to be a disruptive organisation, which has likely contributed to its capability to transform and adapt to the digital world. Netflix first started streaming in South Africa in 2016. With a diverse population and many cultures in South Africa, Netflix adjusted their algorithms to provide a wide variety of shows and movies that would suit most demographics and cultures. Decisions are taken by Mark Gavill, South Africa’s content engineer, and his team to ensure the most watched content is continued, with similar content being added. Each week, Gavill and his team receive statistical information on the content, based on the number of views as well as views per province. The information is grouped and presented in such a way that a holistic view of the content can be deduced at a glance, preventing the overwhelming task of having to read through all the statistics on a weekly basis. Gavill and his team then write a memo with instructions for which content to add, and it is distributed to the different content departments. There are five content departments, each with different genres of content to locate, purchase, if necessary, and upload to the Netflix South Africa server. The manager of each content department then reports back to Gavill when the instructions have been completed. The content managers reporting to Mr Gavill are an example of ________.
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Which one of the following can be considered a variable in an organisation’s internal environment?
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An organisation’s _____ can be defined as the long-term direction of the organisation; it is the means by which organisations achieve their objectives and the deliberate choice of a set of activities to achieve a sustainable competitive advantage.
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Jonathan Bradfield has been farming for 42 years and is currently the owner of Limestone Hill, outside Bathurst in the Eastern Cape. Jonathan farms mainly with pineapples together with his sons-in-law, Anton Ferreira and Albert van der Westhuizen. Limestone Hill started their farm with pineapples and over time added the cattle, a processing plant, peppadews, cash crops and soon will also commence with macadamia farms. Son-in-law Albert van der Westhuizen oversees the cash crops, soil rehabilitation and the new macadamia project. His main aim at the farm is to ensure the biological side of the business, the soil, is 100% correct. Chez Dealende reports to van der Westhuizen and assists in organising and documenting the different blocks for planting. There are three teams reporting to Dealende. One team consisting of six employees is responsible for digging the trenches of the irrigation system, the second team comprises four employees and is responsible for purchasing the required pipes, fittings, nutrients, and soil for each of the different blocks to be planted. Finally, the third team mans the storeroom and comprises three employees. They receive and check the orders and categorise and systemise the storeroom using an online system. When planting commences, all involved, from van der Westhuizen to the diggers and purchasers, will be able to find the products they require in the storeroom using an online application. The span of management of Chez Dealende is ____.
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A _____ strategy involves selling present products (using present technology) in new markets by opening new outlets or attracting other market segments.
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In 1997, the gigantic media-services provider Netflix was born. At this stage, the model offered customers monthly subscriptions to have DVDs posted to their door. This meant they could avoid the late fees, which the traditional movie rental business imposed upon customers. From the beginning, Netflix proved to be a disruptive organisation, which has likely contributed to its capability to transform and adapt to the digital world. Netflix followed a ____ business-unit-level strategy by offering customers a monthly subscription to have movies posted, allowing them to avoid the late fees.
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