Let's face it frontline jobs in retail do not have the greatest reputation. For employees, these positions often combine low pay with high stress, leading to rapid burnout and frequent turnover. From a customer's perspective, retail employees seem to fall into two categories: unmotivated rookies or aggressive sellers who seem more intent on getting their commissions than helping customers. When they founded The Container Store, Garrett Boone and Kip Tindell set out to shatter these expectations by creating a pleasant, welcome working and shopping experience. As millions of frustrated consumers know all too well, though, delivering great customer service is not easy. The Container Store manages to do so through respect for employees, open communication and a structure that promotes teamwork over individual competition. When selecting new employees, for instance, the company engages in a comprehensive interviewing and selection process to find the perfect person for each position, driven by the belief that one great employee equals three good ones. At the Container Store, a great employee is selfmotivated, team oriented and passionate about customer service. That emphasis on teamwork is reinforced twice a day before opening and after closing, through a meeting called "the huddle. "Similar to a huddle in football, it helps to give everyone a common purpose: set goals, share information, boost morale, and bond as a team. Team - building efforts are further encouraged by participation in community outreach activities, such as school supply drives, and through purely recreational activities dreamed up by the employees on the Fun Committee. Through a commitment to teamwork and effective communication, The Container Store paves the way for its employees to deliver great customer service. Tindell believes that full, open communication with employees takes courage but says, "The only way that people feel really, really a part of something is if they know everything." 

1. Give two reasons why frontline retail jobs have less reputation? (4 marks)

2. Why would frontline retail employees frequently leave these jobs? Give three reasons (6 marks)

3. Justify the perceptions of customers that frontline retail employees are after their commission than helping customers. (2 marks)

4. Identify four things that have made Container Store different from other retail stores in terms of looking after their employees. (4 marks)

5. How does teamwork of employees benefit Container Store? Give two benefits. (4 marks)

6. Would you not consider two meetings every day to be too much for the employees? Give two responses. (4 marks)

7. What do you credit the success of The Container Store to? (1 mark)

SECTION B [25 MARKS]

Read the following extract and then answer the question below.

COMMUNICATION CLOSE UP AT IBM

The "I" in IBM stands for "International," but it could just as easy stand for "Intercultural" as a testament to the computer giant's long-standing commitment to the commitment to embracing diversity. Ted Childs, IBM's vice president of global workforce diversity, knows from years of experience that communicating successfully across cultures is no simple task, however - particularly in a company that employs more than 324 000 people and sells to customers in roughly 175 countries around the world. Language alone presents a formidable barrier to communication when you consider that IBM's workforce speaks more than 165 languages, but language is just one of many elements that play a role in communication between cultures. Differences in age, ethnic background, gender, sexual orientation, physical ability, and economic status can all affect the communication process. Childs recognises that these differences represent both a challenge and an opportunity, and a key part of his job is helping IBM executives and employees work together in a way that transforms their cultural business strength. As he puts it, workforce diversity has, "moved from being a moral imperative to being a strategic imperative." Throughout its long history of employing and working with people from different cultures, IBM has learned some powerful lessons. Perhaps the most significant is its conclusion that successfully managing a diverse workforce and competing in a diverse marketplace start with embracing those differences, not trying to ignore them or pretending they do not affect interpersonal communication. And it is a lesson that every aspiring business professional can take to heart. As Ted Childs puts it, "No matter who you are, you are going to work with people who are different from you ... and manage people who are different from you."

1. Why would it still seem appropriate for the " "in IBM to stand for "intercultural" (1 mark)

2.Give 3 (three) reasons why communicating across cultures in an organization is not easy. (6 marks)

3. Globalization has increased workplace diversity in organizations. What two challenges can be faced by supervisors when communicating in such circumstances? (4 marks)

4. How would you turn communication challenges into advantages if you were working for IBM? Give two responses. (4 marks)

5. Suggest two practical examples that you would implement to communicate successfully with people from other cultures in an organization such as IBM. (4 marks)

6. How would diversity in the workplace be viewed as a strategic imperative as in the case of IBM? Give two reasons. (4 marks)

7. What is the most powerful lesson that IBM has learned from having a diverse workplace? (2 marks)

SECTION C [25 MARKS]

Read the following and then answer the question below.

Kitso works in the Bank. In fact, he is one of the most senior tellers in the Branch. Kitso likes his job and takes pleasure in performing his duties. He is also a perfectionist - he believes in giving his best shot at all times, showing his best potential. In Kitso's judgement and other colleagues, he is the best there is. Kitso does not like people who are afraid to challenge their colleagues or superiors. When he believes something is wrong, he is not afraid to charge at whoever is responsible. He will confront anybody at any time. Kitso is not one of his supervisor's favourites. Many times he and his supervisor have had fights about the Bank's policies. Each has never liked the other's interpretation of policies. Mr. Morula is a powerful man and a very good customer of the Bank. His account is one of the biggest and is well managed. Mr. Morula is, however, not only difficult to deal with, but also very rude and thinks that everyone at the Bank is at his back and call. He harasses everyone. The Bank managers do not know how to get rid of him. Kitso's supervisor expected Mr. Morula on this day. Mr. Morula had made an early morning appointment. He had specifically wanted to be attended to by the most senior staff in the Bank as he felt they knew the job better. Kitso's supervisor decided to set him up. This way, he thought, by making Kitso attend to Mr. Morula, he would be killing two birds with a single stone - putting Kitso in his place and stopping him from ever challenging his decisions again, and also avoiding Mr. Morula's insults, escaping the rude man! Everyone in the Bank knew about Mr. Morula and how he liked terrorizing the staff. On hearing about Kitso's assignment, the bankers were very excited. In fact, they were happy that at long last somebody was going to stand up to the rude customer. They knew Kitso was not going to take it and that he would put Mr. Morula in his place - discipline him. Mr. Morula came in and he was shown to Kitso's office cubicle. Before the staff knew what happened, there was a serious exchange of blows and kicks between the customer and Kitso. The managing director was called in, staff rushed in, other customers; there was total chaos!

1. Give three (3) positive things in this story. (3 marks)

2. Explain two (2) negative things in the story. (2 marks)

3. Suggest what the Bank would have to do to prevent the problem from happening again. Give five (5) suggestions. (5 marks)

4. Justify the selection of Kitso to serve Mr. Morula. Provide five reasons. (5 marks) .

5. Where the bankers justified being excited about the supervisor's decision to let Kitso serve Mr. Morula? Give five reasons. (5 marks)

6. Would you agree that the supervisor was sending a clear message to the customers that the bank does not tolerate rude customers? Give five (5) reasons. (5 marks)

SECTION D [25 MARKS]

Read the following and then answer the question below.

Suppose you work in a bank as a Credit Manager. One of your customers has applied for a loan; however, you have discovered that his credit ratings are very low, and you need to deny his request.

(a) Briefly explain the characteristics of a formal letter (3 marks)

(b) Write a letter to the customer denying his request for a loan. (10 marks)

(c) The management of Tsabong Pty Ltd disapproves of the excessive use of Information Technology (IT) in communication. She believes in the traditional means of communication. As the IT manager, explain to her at least three advantages businesses can derive from using IT in their operations. (2x6 marks).