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Business Management 3B STRATEGY IMPLEMENTATION
Discussion class
Presented by:
Annemarie Davis
Tel: 012-429 8688
Email: davisa@unisa.ac.za
Programme• Administrative Matters – myUnisa orientation
• Overview strategic management process
• Topic 1: What is strategy implementation?
• Topic 2: The drivers of strategy implementation
• Topic 3: The structural drivers of strategy
implementation
• Topic 4: The instruments of strategy
implementation
• Topic 5: Strategic control and evaluation
• Exam preparation
Admin matters
• Assignments:
–Compulsory assignments
–Self-assessment
• Tutorial matter
–Study guide
–Prescribed book
–Other sources
Join myUnisa
Download Acrobat Reader
myUnisa Announcements
myUnisa discussion forum
Official study material on myUnisa
myUnisa Schedule
myUnisa Additional Resources
Study skills
MNG 302B: Learning
outcomes1. Explain the challenge of strategy
implementation in the contemporary
business environment
2. Defend the choice of strategy
implementation drivers and instruments in
the light of the chosen strategies
3. Interpret strategy control decisions to
ensure that strategic planning and
strategy implementation decisions remain
on track and achieve the desired results
Strategic management process
Comprises three phases:
• Strategic planning (MNG301A)
• Strategy implementation
(MNG302B)
• Strategic control (MNG302B)
Key concepts
• Strategic management
• Strategic management process
• Stakeholders
• Competitive advantage
• Strategies
• Strategic planning
• Top management
• Survival in strategic management terms
Strategic direction
Long-term goals &
strategies
Grand strategies
Drivers for strategy
implementation
External
analysis
Internal
analysis
Strategic analysis
and choice
Structural drivers
and instruments
Strategic control
MNG302B
• The number one challenge facing
managers in the 21st century is
strategy implementation
20
What is strategy implementation?
• From thinking to doing
• Different from strategic planning
• Problems and barriers
• Drivers for strategy implementation: leadership,
culture, reward systems, structure, resource
allocation
• Instruments: short-term objectives, functional
tactics, policies
• Corporate governance
Strategy formulation versus strategy
implementation
• Formulation
• Positioning forces before
the action
• Focuses on
effectiveness
• An intellectual process
• Requires good intuitive
and analytical skills
• Requires co-ordination
among a few individuals
• Implementation
• Managing forces during
the action
• Focuses on efficiency
• An operational process
• Requires special
motivational and
leadership skills
• Requires co-ordination
among many individuals
(Ehlers & Lazenby, 2010:261-262)
Why is strategy implementation so
challenging?
• Lack of resources
• The strategy is poorly communicated
• As the strategy is cascaded down the organisation,
critical issues become lost in translation
• Actions required for implementation are not clearly
defined
• Organisational culture is not aligned to the strategy
• Reward and incentive systems are not aligned to
strategic goals
• Poor leadership
23
(Pienaar, Muell & Cronje, 2008:13)
Barriers to strategy implementation
• Refer to SG page 13 and myUnisa
discussion
• Vision barrier
• Management barrier
• Resource barrier
• People barrier
(Ehlers & Lazenby, 2010:262-263)
Learning outcomes activity
1. Explain what strategy implementation entails.
2. Comment on the importance of strategy implementation
as a component of the strategic management process
3. Distinguish between strategic planning and strategy
implementation
4. Discuss the strategy implementation challenges and
problems that organisations face in the contemporary
business environment
5. Comment briefly on the importance of corporate
governance in strategy implementation
Strategic change and types of change
• Strategic change = all the efforts and
actions that are taking place to move an
organisation from its present state toward
the desired future state to increase its
competitive position and its profitability
Section 1.5 on pg 7 in SG
Types of strategic change
• Adaptation – only adapt to new situation,
organisation can handle it
• Reconstruction – a sudden alteration in
the market conditions; reconstruct
processes and policies
• Evolution – fundamental changes over
time
• Revolution – fundamental changes as a
result of sudden and fast-changing
conditions
Issues to consider during change
• Time – how quickly the change is needed
• Scope – is it dramatic revolutionary change or
moderate change?
• Diversity – what is the level of homogeneity in
the organisation?
Issues to consider during change
• Capacity – does the organisation have the
capacity in terms of the resources needed to
change?
• Readiness – are the employees ready for the
change? Refers to the level of resistance to
change.
• Capability - do the organisation‟s employees
and managers have the capabilities to
implement the change?
Causes of strategic change
• Environment
• Technology
• Regulation
• Business relationships
• Strategic awareness and skills of managers and
employees
Learning organisation
• Learning must be a continuous process
• Employees work and learn as a team
• Management development and personal growth
• Shared visions of the future
• Employees‟ skills are most important asset in the
organisation
• Reconsider organisational habits
• Systems approach
The strategic change process
• Identify the areas of change
• Manage resistance to change
• Power and influence
• The learning organisation
Section 1.7 on pg 9 in SG
Identify the areas of change
• New technology
• Administrative changes
• People
Manage resistance to change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and cooptation
• Giving clear direction
• Explicit and implicit coercion
Power and influence
• Managers must have power to implement
the decisions that will bring about change
• Influence to change perceptions
Learning outcomes activity
1. Explain the different types of strategic change and the
issues involved
2. Comment on the strategic change process
3. Provide guidelines on overcoming resistance to change
Strategy implementation approaches
• Refer to SG page 20
• McKinsey 7-S framework
• Modified McKinsey 7-S framework
(MNG302B Study Guide, 2010:23)
(MNG302B Study Guide, 2010:23)
Learning outcomes activity
1. Diagrammatically depict the modified McKinsey 7S
framework
2. Discuss the components of the modified McKinsey 7S
framework
3. Described the drivers of strategy implementation
4. Describe the instruments of strategy implementation
The role of leadership in strategy
implementation
The role of leadership in strategy
implementation: strategies cannot be
implemented by itself – someone
needs to lead and coordinate this
process
Leadership drives strategic change
Leadership
• Very important for successful
implementation
• Leaders vs. managers – table 2.1 on
page 38 in SG
• Various responsibilities
(MNG302B Study Guide, 2010:28)
The role of leadership in strategy
implementation
Emotional intelligence• Self-awareness - refers to the extent to which
an individual is aware of his or her emotions, strengths and weaknesses.
• Self-regulation - refers to the extent that people are in control of their emotions
• Motivation - one trait common to almost all effective leaders is motivation
• Empathy - refers to the extent that a leader can thoughtfully consider employees‟ feelings in the process of making decision.
• Social skills - leading people in a desired direction, capable of managing teams and build relationship throughout the entire organisation
(MNG302B Study Guide, 2010:28) & (Ehlers & Lazenby, 2010:284-285)
Birth Rapid
growthMaturity Decline
Risk
taker
CaretakerSurgeon
Under-
taker
(Ehlers & Lazenby, 2010:290)
Leadership styles and the organisational life cycle
Learning outcomes activity
1. Give reasons why leadership is an important driver of strategy
implementation.
2. Discuss the attributes of emotional intelligence.
3. Indicate the differences between management and leadership
4. Distinguish between visionary leaders and managerial leaders
5. Comment on the „vehicles‟ that leaders can use to shape the
organisational culture
6. Explain why different strategies require different leadership styles
7. Interpret decisions made by top management regarding leadership
in strategy implementation
8. Discuss corporate governance and leadership in light of the King
Reports
Activity
• Answer question B1 on page 147 in the study guide
• The strategy implementation process can be very challenging, and
organisations often find it difficult to implement strategies. Various
approaches exist that organisations can follow to ensure that
strategy implementation is successful.
In the light of the above statement, answer the following questions:
1. Discuss the strategy implementation challenges and problems that
organisations face in the contemporary business environment (10).
2. Comment briefly on the importance of corporate governance in
strategy implementation (5).
3. Discuss the components of the modified McKinsey 7-s framework
(10).
Organisational culture
• Organisational culture as a driver of strategy implementation
• What is culture?
• Why important?
• Origin of culture
• Types of culture:
– Role
– Power
– Task
– Person(MNG302B Study Guide, 2010:52) & (Ehlers & Lazenby, 2010:292)
Adaptive, weak, strong and unhealthy
cultures
• An adaptive organisational culture comprises members who share a feeling of
confidence that the organisation can neutralise threats and exploit
opportunities that cross its path. There is a receptiveness to risk taking,
innovation and experimentation and follows a pro-active approach to strategic
change.
• A weak culture is fragmented and there are very few traditions, few values
and beliefs that are shared. Subcultures exist and there is very little cohesion
and no sense of a corporate identity.
• Strong organisational culture – the values are norms are deeply ingrained and
difficult to eliminate. It can be a valuable asset if a tight fit exists between the
chosen strategy and a strong culture.
• An unhealthy culture has a politicised internal environmental where influential
managers operate in autonomous kingdoms. It is characterised by hostile
resistance to change and people who advocate new things.
(Ehlers & Lazenby, 2010:295-296)
Types of culture (Charles Handy)
• A power culture is frequently found in entrepreneurial organisations. It
can be compared to a spider (power and influence source) and a web
(functional areas). The power culture depends on trust and empathy for
effectiveness and personal communication. Typically, within a power culture
few rules and procedures exist and individuals employed tend to be power-
oriented. Power cultures are strong and have the ability to move quickly.
• A role culture is often stereotyped as a bureaucracy where logic,
rationality, rules and procedures dominate. Within this type of culture, the
role, or job description, is considered more important than the individual
who fills it. Performance over and above job description or role is not
required. Role cultures offer individuals security, predictability and
opportunity to acquire specialist expertise. It is a frustrating environment for
power-orientated and ambitious individuals. This type of culture can
succeed as long as it operates in a stable environment. It is often found in
organisations where economies of scale are more important than flexibility
and innovation.
Types of culture (Charles Handy)
• Organisations with a task culture are project-oriented and this type of
culture is often found in organisations with matrix structures. It seeks to
bring together the right people, functional expertise and resources. Groups,
project teams and task forces are formed for a specific purpose and can be
reformed, abandoned or ended. It offers a team culture where the project
outcomes are more important than the individual objectives. Influence is
widely dispersed and individuals have a high degree of control over their
work. The task culture is appropriate where flexibility, speed of reaction and
sensitivity to the market or environment is important.
• Organisations with a person culture have the individual as the central point
and the organisation only exists to serve the individuals within it. This
type of culture is formed if a group of individuals decide to band together in
order to serve their own interests better through, for example, sharing office
space, secretarial services and equipment. Examples include partnerships
of architects, doctors, lawyers and even social groups. Few organisations
can exist with this type of culture since organisations tend to have
objectives over and above those of the individual.
Cultural dimensions of Hofstede
• power distance - the extent to which people accept that
power is distributed unequally
• uncertainty avoidance - the extent to which people feel
uncomfortable with uncertainty and ambiguity
• individualism/collectivism - the extent to which there is
a preference for belonging to a tightly knit collective
rather than a more loosely knit society
• masculinity/femininity - the extent to which gender
roles are clearly distinct
• confusion dynamism - the extent to which long-
termism or short-termism tends to predominate
(MNG302B Study Guide, 2010:61)
Activity
• Read “Google‟s Magic Formula:
Company Culture Plus
Innovation” on pages 53-56 in SG
• "Googleplex" headquarters today is crammed with conference rooms,
hallway buzz sessions, sandy volleyball courts, youngsters whizzing around
on motorised scooters, and an 'anything goes' spirit. In addition –
• The 17 legendary cafes on Google's main campus offers 20 cuisines and
fantastic (and free) food (e.g., lobster gets served for lunch).
• Google engineers spend 20 per cent of their time pursuing and developing
their own ideas.
• Google's organisational hierarchy is flat.
• Google holds 64 per cent of the market share in its category in the U.S.
• In its 10-year history, Google has created more investor wealth in less time
than any other company in history-US$10.6 billion in revenue earned.
• Sheryl Sandberg, a 37-year-old VP, made a mistake that cost Google
several million dollars. When she informed founder Larry Page, he replied,
"I'm so glad you made this mistake."
Aspects of culture
• Refer to SG page 58
• Artefacts and symbols
• Values
• Underlying assumptions
• Behaviours
• People
• Leadership and management style
• Communications
• Power
• Structural issues
• Politics
Link changes
to mission
and
organisational
norms 1
Focus on
synergy and
reinforce
current
culture2
Reformulate
strategy or
change
culture
4Manage
around the
culture
3
Strong
Weak
Many FewKey factors that need to be changed
In order to implement new strategy
Match
between
change
required
and
existing
culture
(Ehlers & Lazenby, 2010:297)
Learning outcomes activity
1. Explain what organisational culture encompasses.
2. Discuss the aspects and levels of culture,
3. Explain why culture is an important driver for strategy
implementation.
4. Differentiate between a power, role, task and person
culture.
5. Differentiate between adaptive, weak, strong and
unhealthy cultures.
6. Explain Hofstede‟s five value dimensions.
7. Comment on the link between leadership and
organisational culture.
8. Recommend a framework for managing the strategy-
culture relationship
Activity
• Answer question B2.2 in on page 152 in
the Study Guide
• Distinguish between Handy‟s four different
types of organisational cultures.
(Tutorial letter MNG302B/103
Reward systems
• Role of reward systems
• Types of reward systems:
– Share options
– Restricted share plan
– Golden handcuffs
– Golden parachutes
– Cash
• Strategy and reward systems
• Executive compensation and King II Report
(MNG302B Study Guide, 2010:69) & (Ehlers & Lazenby, 2010:298)
The role of recognition in reward
systems
• Existential recognition
• Recognition of the way work is
performed
• Recognition of dedication to a job
• Recognition of results
Refer to table 11.3 on pg 303 in prescribed book
Role of reward systems
• Role of rewards is to motivate managers and
employees to give their commitment to the
implementation of the chosen strategy
• Reward systems should be created in such a
way that they are tightly linked to the strategy,
encourage a change in behaviour to support
strategy implementation and reward managers
for performance over the long term
(MNG302B Study Guide, 2010:72) & (Ehlers & Lazenby, 2010:298-299)
Aligning the reward system with the chosen
strategy
• The start-up phase. Organisations that pursue
growth strategies should incorporate large
salaries and equity into their reward systems.
• The rapid growth phase. Reward systems
should include a salary plus large bonuses for
growth targets, plus equity for key people.
• The maturity phase. Link reward systems to
efficiency and profit-margin performance.
• The decline phase. Reward systems should be
linked to cost savings.
Learning outcomes activity
1. Explain the importance of reward systems in strategy
implementation.
2. Describe the major executive bonus compensation
plans.
3. Discuss recognition as a component of reward systems.
4. Match an organisation‟s compensation plan to its
chosen strategies.
5. Provide guidelines for structuring effective reward
systems.
6. Discuss corporate governance and reward systems in
light of the King Report.
The role of organisational design in the
strategy implementation process
• organisational design can be a source of
competitive advantage if it ensures that
organisational structures are
• aligned with the chosen strategy
• functional
• difficult to copy
• make it easy for customers to do business
with the organisation
Building blocks of organisational design
• Five basic parts of an organisation
– strategic apex
– middle line
– operating core
– technostructure
– support staff
Six coordinating mechanisms
• mutual adjustment
• direct supervision
• standardisation of work processes
• standardisation of outputs
• standardisation of skills and
knowledge
• standardisation of norms
Essential parameters of design
• job specialisation
• behaviour formalisation
• training
• socialisation
• unit size
• unit grouping
• planning and control systems
• liaison devices
• centralisation/decentralisation
Different types of organisational
structure
• entrepreneurial structures
• functional structures
• divisional structures
• strategic business units (SBUs)
• matrix structures
• network structures
(MNG302B Study Guide, 2010:87) & (Ehlers & Lazenby, 2010:324-333)
Matching structures with strategy
Chandler’s
Strategy-Structure
Relationship
(MNG302B Study Guide, 2010:88)
Matching structures with strategies
• Single-product or dominant product
organisations: functional structure
• Organisations with several business lines:
divisional structure
• Large, diverse organisations with unrelated
business divisions: SBU
• Product development and innovation oriented
organisations: matrix structure
Activity
• Answer question B3.1 on page 156 in the
study guide
• Provide guidelines for matching structures
with strategies (4).
Learning outcomes activity
1. Comment on the statement “structure follows strategy”.
2. Explain what the structure encompasses.
3. Expound on the role that structure plays in
implementing the chosen strategy.
4. Briefly explain „structure‟ as one of the components of
the McKinsey 7S framework.
5. Explain how structures evolve over time.
6. Discuss the building blocks of organisational design.
7. Explain what organisational architecture entails.
8. Describe the components of organisational architecture.
9. Discuss the role of structure in organisational
architecture.
Resource allocation
• Role of resource allocation
• Types of resources – tangible and intangible resources
– Human resources
– Financial resources
– Technological resources
– Information resources
– Physical resources
• Change in strategy = change in resource plan
(MNG302B Study Guide, 2010:93) & (Ehlers & Lazenby, 2010:334)
The role of budgets
• A budget is a resource plan, a guideline, a
summary of what is available, planned
expenditure or a list of priorities.
• Budgets support strategy implementation
and should be based on the organisation‟s
short-term objectives and operating
results.
Role of HR in strategy implementation
Pretend that every single person you
meet has a sign around his or her
neck that says: “Make me feel
important.”
Mary Kay Ash
77
Activity
• Answer question B3.2 on page 156 in the
study guide
• Explain the role of resource allocation in
strategy implementation with specific
reference to the importance of human
resources (8).
Learning outcomes activity
1. Identify the different resources of an organisation.
2. Explain how the chosen strategy could be implemented
through resource allocation.
3. Match an organisation‟s resource allocation plan to its
chosen strategy.
4. Explain the role of the master budget in strategy
implementation.
5. Defend the importance of resource allocation in strategy
implementation and control.
6. Comment on the link between short-term objectives,
functional tactics and resource allocation.
7. Differentiate between strategic funds and operational
funds.
Implementing strategy through short-term
objectives, functional tactics and policies
“To become Africa‟s leading
cellular network with the best
customer service and to be the
best company to work for in
Southern Africa”
(MNG302B Study Guide, 2010:102-116) & (Ehlers & Lazenby, 2010:338-344)
Long-term goal
To have 12 million cellular
phone users in South Africa by
2016.
Finance
To obtain financing of R 15
million by the end of 2011
Human Resources
Employ ten additional
expert radio
engineers by
November 2011
Marketing
To develop two
advertising
campaigns in the
next six months
Production
To roll out 10 new
base stations in
each quarter of the
year
Finance
-Obtain one short-
term loan
-Sell debentures
Human Resources
-Headhunt
candidates from
competition
-Advertise abroad
Marketing
Buy one contract,
get second one free
for family member
for 1st year
promotion
Production
Outbid competition
for contractors
responsible for
building towers
Production
-All contractors must
adhere to ISO standards
-All tower locations must
be approved by relevant
City councils
-Preference will be given
to BEE contractors
Finance
-Debt equity ratio
may not exceed
60%
Human Resources
-All engineers must
have at least 3 years
industry experience
-Candidates from
previously
disadvantaged
backgrounds receive
preference
Marketing
- Certified copy of ID
to accompany
applications
The long-term goal is translated into short-term goals
Functional tactics are action plans that help achieve the short-term objectives
Policies guide thinking, decisions and action of managers and employees
Short-term goals
• Helps with strategy implementation:
– Operationalises long-term objectives
– Agreement about conflict that may arise
– Identifies measurable outcomes of action plans
• Different from long-term goals (breadth, specificity)
• Qualities of well formulated short-term objectives (measurable, linked to long-term goals)
(MNG302B Study Guide, 2010:102) & (Ehlers & Lazenby, 2010:338)
Using the balanced scorecard to set
short-term goals
Creates framework for setting of:
Long-term (strategic) goals
Measures
Targets (Short-term objectives)
Initiatives (Functional tactics)
Links strategy formulation and implementation
FINANCIAL
“To succeed financially, how
should we appear to our
shareholders?
•Goals
•Measures
•Targets
•Initiatives
CUSTOMER
“To achieve our vision, how
should we appear to our
customers?
•Goals
•Measures
•Targets
•Initiatives
INTERNAL BUSINESS
“To satisfy our shareholders
and customers, what business
process should we excel at?”
•Goals
•Measures
•Targets
•Initiatives
LEARNING & GROWTH
“To achieve our vision, how will
we sustain the ability to change
and improve?
•Goals
•Measures
•Targets
•Initiatives
Vision &
Strategy
Learning outcomes activity
1. Distinguish between the different levels of goals
2. Explain what a short-term goal is
3. Describe the position of short-term goals in the strategic
management process
4. Explain how long-term goals are translated into short-
term goals
5. Differentiate between a well-formulated and badly
formulated short-term goal
6. Interpret short-term goals in the light of the chosen
strategy
Functional tactics and policies
• Functional tactics– Different from corporate and business strategies (time
horizon, specificity, developers)
– Specific guidance in functional areas
• Policies– Standard operating procedure
– Policies that empower
(MNG302B Study Guide, 2010:108-116) & (Ehlers & Lazenby, 2010:342-344)
Learning outcomes activity
1. Explain what a functional tactic is
2. Explain how functional tactics differ from corporate and
business strategies
3. Depict the position of functional tactics in the strategic
management process
4. Suggest key concerns that functional tactics in human
resources, finance, R&D, operations management and
marketing have to deal with
5. Interpret the functional tactics of an organisation in the
light of the chosen strategy
6. Describe the relationship between functional tactics,
short-term goals, long-term goals and the mission of an
organisation
Learning outcomes activity
1. Explain what a policy is
2. Expound on the importance of having sound policies in
place in strategy implementation
3. Interpret a set of organisational policies in light of the
chosen strategy
Strategic control
• Strategic control as a component of the
strategic management process
• Types of strategic control
• Operational control
• Continuous improvement and TQM
• The Balanced Scorecard
(MNG302B Study Guide, 2010:118) & (Ehlers & Lazenby, 2010:357)
Types of Strategic Control
• Premise control
• Strategic surveillance
• Special alert control
• Implementation control
(MNG302B Study Guide, 2010:120-124) & (Ehlers & Lazenby, 2010:359-361)
Dynamic control systems
• In addition to the different types of strategic
control, there are also four levers of control that
should be taken into consideration in designing
strategic control systems. These four levers are
• diagnostic control systems
• belief systems
• boundary systems
• interactive control systems
Activity
• Answer question B3.4 on page 156 in
study guide
• Differentiate between different types of
strategic control.
Balanced Scorecard
• Creates framework for setting of:
– Long-term (strategic) goals
– Measures
– Targets (Short-term objectives)
– Initiatives (Functional tactics)
• Links strategy formulation and implementation
(MNG302B Study Guide, 2010:128) & (Ehlers & Lazenby, 2010:363)
FINANCIAL
“To succeed financially, how
should we appear to our
shareholders?
•Goals
•Measures
•Targets
•Initiatives
CUSTOMER
“To achieve our vision, how
should we appear to our
customers?
•Goals
•Measures
•Targets
•Initiatives
INTERNAL BUSINESS
“To satisfy our shareholders
and customers, what business
process should we excel at?”
•Goals
•Measures
•Targets
•Initiatives
LEARNING & GROWTH
“To achieve our vision, how will
we sustain the ability to change
and improve?
•Goals
•Measures
•Targets
•Initiatives
Vision &
Strategy
Sustaining competitive advantage
(MNG302B Study Guide, 2010:131) & (Ehlers & Lazenby, 2010:369)
Evaluating strategic success
• Table 13.1 on page 368 in textbook
• Appropriateness – is the strategy in line
with the mission?
• Feasibility – can it be carried out?
• Desirability – stakeholder preferences?
Has the strategy produces adequate
results in the short term?
Learning outcomes activity
1. Indicate the position of strategic control in the strategic
management process
2. Explain what strategic control entails
3. Differentiate between the different types of strategic
control
4. Explain how strategic control can alter an organisation‟s
chosen strategy
5. Diagrammatically depict the components of an
operational control system
6. Diagrammatically depict and explain the four dimension
of the balanced scorecard
7. Comment on the criteria used to evaluate strategies
during the strategic control phase
Learning outcomes activity
1. Comment on the approaches to sustaining competitive
advantage through continuous improvement.
Final Questions?
Format of the exam paper
• Learning outcome standards
• Activities in the study guide
• Study guide, tutorial letters and prescribed
book
• Self-assessment assignments
• Previous exam paper
• Start preparing today!
• Use diagram of strategic management
process for context
• Do section B first
Examination matters
• Students need to be seated 15 minutes before the
examination starts; doors will be locked and students
who arrive late will forfeit the opportunity to write the
exam and will need to re-register
• Students need to provide their identity documents and
students cards
• Candidates may make no notes on any part of the body
(eg. the hands) or clothing either before or during the
examination.
• Examination scripts containing illegible writing will not be
marked, and no marks will be awarded to illegible
answers or answers written in pencil
Examination matters
• Candidates who, without authorization, take any book, document or
object (such as tissues, rulers or pocket calculators with notes on it)
that may help them in the examination into the examination venue
and neglect to hand such unauthorised material to the invigilator
before the first answer book or question paper is made available to
candidates, are guilty of contravening the examination regulations of
the University and expose themselves to disciplinary measures as
determined by the University Council.
• The examination answer book is the property of the University and
under no circumstances may a candidate retain it, remove it from
the examination venue or remove pages from it. In addition, certain
question papers, as determined by the University, may not be
retained and must be returned to the invigilator.
Under no circumstances will an incorrect interpretation of
examination dates and times be considered a reason for admittance
to a supplementary examination
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