2 [30] Read the short scenario on Nkosi Motor Plan Brokers (LTD) below and answer the questions that follow. The CEO of Nkosi Motor Plan Brokers (LTD), based in Rosebank was informed of the nationwide lockdown to be implemented at midnight on 26th March 2020. President Ramaphosa implemented the nationwide lockdown when the global coronavirus covid-19 pandemic entered South Africa. Nkosi Motor Plan Brokers (LTD) was instructed to shut down until further notice or be penalised with heavy fine for non-compliance. The impact of the lockdown would mean no business for Nkosi Motor Plan Brokers (LTD). Staff were not allowed to work from their offices as the building doors are shut and special permits would be issued to conduct essential services only. The covid-19 pandemic became a new norm globally with strict regulations which included no air travel, border control restrictions and movement from one area to another prohibited. Although government made provision for money to be paid out to businesses in distress through its unemployment and solidarity fund it setup. Top management of Nkosi Motor Plan Brokers (LTD) felt the funds were not enough for the organisation to survive. Top management decided, it would be business as usual under the new norm by managing their operations to satisfy their customers and adhere to the lockdown regulations whilst maintaining the staff compliment. In this way customers will be serviced, and new business will be sought to ensure the business survives and remains stable during this period of economic uncertainty. Currently the organisation has one office in each Province and four offices in Gauteng Province including the head office based in Rosebank. The current operations have thirteen offices countrywide. Operations of the new norm requires innovation and different techniques to ensure revenue is not compromised and that employees do not feel threatened in losing their jobs. Given the circumstances and short notice by government the organisation currently employs five people at each regional office and ten people at its Rosebank head office. This staff compliment includes top management and sales representatives who go out and meet clients. Other forms of communication are telephonic discussions, call centre cold calling and e-mail. All the processes are operated on an in-house system where data of clients orders are captured, and incoming revenue and expenses are operated from each office. A traditional filing system is used to keep records of all customers at each office. Targets are set at each office making every office responsible and accountable for their areas performance. All employees [TURN OVER] 8 have laptops therefore the IT department will provide support remotely when required. The organisation cannot afford to close its operations as they may compromise their solvency or even face closure. Question 2 [30] 2.1 During this covid-19 period the management teams had to break away from the traditional style of management by making a traditional breakthrough in the fight for sales, profits, resources, funding and jobs. Therefore, the quality-based strategy Nkosi Motor Plan Brokers (LTD) adopted depended on effective leadership. In doing the right things right first. Justify Nkosi Motor Plan Brokers (LTD)s plan to implement the five requirements for effective leadership. (10) [TURN OVER] 9 2.2 Being the Quality Director of Nkosi Motor Plan Brokers (LTD). Two weeks before the nationwide lockdown the CEO John Nkosi informed you of the need to redesign the companys business processes. Appraise, the seven phases of business process reengineering to redesign Nkosi Motor Plan Brokers (LTD)s processes so as to ensure business is not compromised during the lockdown period. (7) [TURN OVER] 10 2.3 The leadership of Nkosi Motor Plan Brokers (LTD) unanimously decided to apply the several attributes particularly with a significance for the design of the service operations during the new norm. Roll out how will it be implemented. (6) [TURN OVER] 11 2.4 John Nkosi, CEO of Nkosi Motor Plan Brokers (LTD) identified five successful exponents of process excellence. Identify each of the process excellence dimensions, then apply each dimension to the organisation