Read and answer the Questions below
Vendor of the Month: Nopinki Majiya
Nopinki Majiya has been a vendor for just four months, but she has already been recognised for consistently improving her sales and for her commitment to her job. She tells us more about how she became a vendor.
“Leaving the Eastern Cape was one of the hardest things I have ever done,” she says. “I had to leave my family and friends behind. But more importantly, I had to leave my children. I miss them so much! I can still not afford to be here and the place where my husband and I are staying is very small.”
She continues, “We decided to make the move to Cape Town because he had found a job as a security guard. I thought I could try to get a job too, as I am a qualified security guard, so I moved with him. We arrived in Cape Town last year and I have been struggling to find a stable job since then.”
“Before becoming a vendor, I was staying at home and going from door to door for a job. I found out about The Big Issue magazine from a neighbour who had been selling the magazine and I joined in April.”
“Selling the magazine is still quite difficult for me as I do not have a big client base yet. But I do enjoy selling the magazine even though it is not always easy. I like to work according to my own terms and appreciate that the staff are so helpful in searching for a security guard job for me. It makes me feel important and cared for.”
“On a good day I sell up to 15 magazines, but my motto is: It’s not how much you sell, it’s how often you are on your pitch selling. If my few regular customers don’t see me there, they might get discouraged and stop buying from me. So I have to be on my post at all times.”
“I want to thank all my customers for their support. I appreciate it. Please continue to support me and pray that I find a security guard job.”
What are the TWO needs that drive her as formulated by Maslow?
“Social need”
Nopinki speaks about the emotional difficulty of leaving her children and her support network in the Eastern Cape. This shows that connection and belonging are important to her. Her appreciation of the supportive staff and her gratitude to customers also highlight her need to feel accepted and valued in her new environment.
“Self-actualisation need”
Despite many challenges, Nopinki continues to pursue her dream of becoming a security guard. She values independence, working on her own terms, and consistently improving her sales. These are all signs that she is striving for personal growth and fulfillment — hallmarks of self-actualisation.
State whether they are psychological or physiological needs.
“Both are psychological needs.”
The needs driving Nopinki — social belonging and self-actualisation — relate to her emotional and mental well-being, not her physical survival. She longs for connection (missing her children and appreciating community support), and she actively seeks to achieve her full potential by pursuing a stable career. These are psychological needs as defined in Maslow’s hierarchy.
State ONE goal-directed activity that Nopinki undertook to get closer to her goal of being a security guard.
“She is a qualified security guard.”
Nopinki explicitly states, “I thought I could try to get a job too, as I am a qualified security guard, so I moved with him.” This demonstrates clear goal-directed behaviour — she made the move to Cape Town and prepared herself for the job market by earning a qualification. Becoming qualified is a deliberate step toward achieving her long-term career goal.
What are the TWO motivators that she experiences?
“Self-actualisation factor”
Nopinki expresses satisfaction in having some control over her work: “I like to work according to my own terms.” This shows that being independent and responsible for her success is personally meaningful to her.
“Social factor”
She acknowledges the emotional and practical support from others: “The staff are so helpful in searching for a security guard job for me.” This confirms that a sense of support and community helps keep her motivated.
Quote from the article to substantiate your answer to QUESTION 1.3.1.
“I like to work according to my own terms.”
This statement supports the idea that Nopinki is driven by self-actualisation. She values having control and autonomy in her work, which reflects her desire for personal growth and fulfillment.
“The staff are so helpful in searching for a security guard job for me.”
This quote supports the social motivator. It shows how the encouragement and practical help she receives make her feel valued and supported, which fuels her motivation to keep striving toward her goal.
Explain the term conscious.
“It is when you choose to do something and you know exactly why you are doing it.”
To be conscious means to be fully aware of your thoughts, feelings, and actions. Nopinki’s choice to move to Cape Town, take up vending, and persist in job-seeking all show that she is not acting randomly or by chance. She knows what she wants — a security guard job — and takes steps to achieve it while being fully aware of her motivations and limitations. This awareness helps her stay focused despite difficulties.
Indicate whether the following statements are TRUE or FALSE.
“When we are frustrated we tend to behave irrationally.” – True
Nopinki’s story shows resilience, but frustration (such as not finding a job quickly) could easily lead to irrational or emotional decisions in some people. It’s a typical human response.
“Compensation is irrational behaviour through which people try to cope by setting alternative goals.” – False
Compensation is a rational coping strategy. Nopinki shows this by becoming a vendor after struggling to find work in security. She didn’t give up; instead, she pursued another way to earn income and remain productive.
“Communication becomes more ineffective when we apply rationalisation.” – True
Rationalisation involves making excuses to protect self-image, which can prevent open and honest communication. If Nopinki were blaming others for her situation instead of being proactive, it could lead to misunderstandings or lack of progress.
State FOUR different types of policies that can be followed by the management of The Big Issue magazine.
“Reflecting no confidence and trust in employees”
This would involve micromanaging vendors or not allowing them independence, which could lower motivation.
“Of condescending confidence and trust in employees”
This policy might appear supportive but would still make vendors feel undervalued — like they’re being helped only because they’re assumed incapable.
“Of substantial but not complete trust in employees”
This approach would give vendors some freedom but still keep many decisions in management’s hands. It’s better than no trust but could still feel limiting.
“Of complete trust and confidence in employees”
This is clearly reflected in how The Big Issue allows vendors like Nopinki to work independently. They support her with job searches but trust her to manage her vending. This policy fosters self-worth and ownership.
A hierarchy is an orderly, step-by-step ___ from low level to high level.
The correct word is: progression
The word progression means a gradual or orderly movement from one level to another. In the context of a hierarchy, like Maslow’s hierarchy of needs, it describes how people move step-by-step through different levels — from basic physical needs up to self-fulfilment. This movement must follow a certain sequence, which is why the term progression fits perfectly.
A ___ is a principle or rule put in place to guide decisions and achieve rational outcomes.
The correct word is: policy
A policy is a formal guideline created by an organisation to direct actions, decisions, or behaviour. In business settings like The Big Issue, policies help ensure that staff and vendors operate in a structured and consistent way. For example, a policy could set rules on how vendors are supported or how trust is built with them.
___ is the name of the inner psychological processes that make an individual willing to spend energy and make a persistent effort to attain a physiological or psychological goal.
The correct word is: motivation
Motivation refers to the mental and emotional forces that drive a person to take action toward a goal. For example, Nopinki’s strong desire to become a security guard keeps her selling magazines and searching for work despite the challenges. It is her motivation that helps her stay focused and determined.
What were the TWO biggest problems that Nopinki had to face when thinking of leaving the Eastern Cape?
“She had to leave her children.”
One of the most emotionally difficult challenges Nopinki faced was the decision to leave her children behind. For any parent, separation from their children can be deeply distressing, but for a mother like Nopinki, this sacrifice highlights how serious and desperate her circumstances were. Her choice shows the painful trade-off between staying close to loved ones and trying to improve their future by seeking employment elsewhere. This emotional burden did not end once she moved—it continued to weigh on her in Cape Town and shaped her sense of purpose and urgency.
“She had to leave her family and friends.”
In addition to her children, Nopinki also had to leave behind her broader social support network. Friends and extended family members often provide not just emotional comfort but also practical help — such as childcare, advice, encouragement, and moral support. Leaving that behind meant facing a new environment alone, with less emotional stability and no familiar faces to lean on. This made her transition to Cape Town more challenging, as she had to build new relationships and support systems from scratch while dealing with uncertainty and hardship.
State the SEVEN steps to follow when Nopinki had to make a decision regarding leaving the Eastern Cape.
“1. Identifying and defining the problem”
The first and most important step in problem-solving is recognising that a problem exists. Nopinki realised that she was stuck in an environment with very few job opportunities and that her family was struggling financially. This awareness is the beginning of change — without it, no solution-seeking can begin.
“2. Formulating the exact problem in writing”
Clearly stating the problem helps to bring focus and allows for rational planning. For Nopinki, the problem could be expressed as: “I need to find sustainable employment to support myself and my children, but my current environment offers limited opportunities.” Writing this down gives clarity and separates emotion from decision-making.
“3. Developing alternative solutions”
Once the problem is clearly defined, the next step is to explore different ways it might be solved. Nopinki may have considered a few options: staying in the Eastern Cape and continuing to look for work; sending her CV to places outside her province; or moving to Cape Town where her husband had found a job. Exploring all possibilities gives room for better decision-making.
“4. Evaluating the alternative solutions”
Here, she would assess the advantages and disadvantages of each option. For example, staying might mean emotional stability, but few jobs. Moving to Cape Town could offer better prospects, but would require separation from her children and starting over. This step involves looking at both short-term and long-term impacts.
“5. Selecting the best alternative”
After weighing the options, Nopinki decided to move to Cape Town. This shows she believed that the potential for finding a job outweighed the pain of leaving her children. Her decision was not taken lightly — it was the outcome of serious reflection on what would bring long-term benefits.
“6. Implementing the selected alternative or decision”
This step involves putting the plan into action. Nopinki moved to Cape Town and actively looked for work. She didn’t wait for opportunities to come to her; she went door to door seeking jobs and later joined The Big Issue magazine as a vendor. This shows initiative and resilience.
“7. Evaluating and controlling the implemented decision”
Even after implementing a decision, it is important to reflect and assess whether it is working. Nopinki continues to monitor her progress — she acknowledges the hardship but stays motivated and hopeful. She also adjusts her approach by working as a vendor while still applying for security jobs, showing that she’s constantly evaluating and adapting.
Define the term problem.
“A problem is a gap between an existing and desired situation.”
This definition helps us understand that problems are not just about something being wrong — they are about something needing to change. In Nopinki’s case, her existing situation was being unemployed in the Eastern Cape with no clear job prospects. Her desired situation was to have a stable job and income to support her children. The “gap” between these two points created the need for a solution. Problems often involve emotional, financial, and social factors and may not always have a quick or easy answer, which is why structured decision-making is so important.
Name THREE factors that contribute positively or negatively to the communication process.
“Frame of reference”
This refers to the background, education, experiences, and beliefs that a person brings into any conversation. If two people have very different frames of reference, they may misunderstand each other even if they speak the same language. For example, when Nopinki talks about her struggles, someone without a similar background may not fully grasp the depth of her sacrifice unless they take her experiences into account.
“Personality”
A person’s personality influences how they express themselves and how they respond to others. A confident and open personality may lead to clear, assertive communication, while a shy or anxious personality might lead to unclear or withdrawn communication. In Nopinki’s case, she values working “on her own terms,” which suggests a personality that prefers autonomy — this shapes how she interacts with staff and customers.
“Emotions”
Emotional states like frustration, sadness, or excitement can heavily influence communication. A person who is emotional may struggle to express themselves clearly or may misinterpret what others are saying. For someone like Nopinki, who misses her children and is under constant pressure, her emotions could influence how she relates to others — unless she becomes aware of them and learns to manage them effectively.
State ONE aspect to bear in mind when implementing a decision in the workplace.
“Inform employees of the decision.”
Communication is key when a decision affects others. In a workplace, employees need to be clearly informed of any changes, new strategies, or expectations. If they are left in the dark, they may feel confused, excluded, or resistant to the changes. In a place like The Big Issue, informing vendors like Nopinki about how the organisation supports job-seeking or sales strategies can make her feel respected and included, which motivates her to work harder. Proper communication during implementation ensures smoother cooperation and accountability.
Define the term conflict.
“Conflict can be defined as an active disagreement between people or groups with opposing opinions or principles.”
Conflict occurs when two or more individuals or groups have differences in their values, goals, beliefs, or perceptions, leading to tension or disagreement. This disagreement may happen at a personal, emotional, or professional level. For example, in the workplace, conflict may arise when two colleagues disagree on how to approach a task, or when one person feels disrespected or excluded. Importantly, conflict is not always harmful—it can prompt growth and improvement when managed constructively.
State FIVE possible causes of conflict.
“Training and development.”
If training is not provided equally or fairly, employees may feel unequipped to perform their duties or perceive others as receiving more opportunities. This creates frustration, feelings of inequality, and ultimately conflict between colleagues or between staff and management.
“Poor/lack of communication.”
Misunderstandings are a major cause of conflict, especially when people do not clearly express their expectations, feelings, or instructions. For example, if management fails to explain sales targets to vendors like Nopinki, it may lead to stress, confusion, or blame—causing unnecessary conflict.
“Intercultural differences.”
When people from different backgrounds work together, cultural misunderstandings can occur if there is not enough respect, sensitivity, or knowledge of one another’s customs and communication styles. These differences can create tension if not properly addressed through awareness and inclusion.
“Conflicting personalities.”
Every individual has a unique personality. Some people are assertive, while others are quiet or sensitive. Clashes can occur when people have different communication styles or working approaches, especially under pressure. In high-stress environments like informal vending, personality clashes can easily develop without emotional intelligence and patience.
“Different goals/values.”
Employees or teams may have different ideas of what is important. For instance, a vendor might value job flexibility, while the organisation focuses on daily targets. Without alignment, this can lead to disagreements and reduced teamwork, since people feel they are being pulled in different directions.
Name TWO formal mechanisms that can be used to solve conflict in The Big Issue magazine company.
“Grievance procedure.”
This is a formal process where employees or vendors can raise complaints about unfair treatment, harassment, or any work-related problem. It ensures that individuals like Nopinki have a voice and that their concerns are taken seriously through a structured, official system. This helps reduce tension and promotes a culture of fairness.
“Disciplinary action.”
When conflict arises from rule-breaking or misconduct, disciplinary action is a necessary step. It involves warning, suspension, or even dismissal, depending on the seriousness of the issue. This process helps maintain professional standards and deters repeat behaviour that causes conflict, ensuring the workplace remains productive and respectful.
Conflict can have either positive or negative consequences, depending on how it is dealt with in the workplace. State FOUR positive results from a conflict situation.
“Goals reviewed.”
Conflict forces people to re-examine their objectives. It can bring to light outdated or unrealistic goals, allowing the team or company to realign and set more practical or inspiring targets. This clarity helps everyone focus better on shared outcomes, which benefits the whole organisation.
“Groups stick together.”
Facing and overcoming conflict together can actually make teams stronger. When people resolve misunderstandings respectfully, they build mutual trust and become more committed to each other. This unity creates a better working environment, where people support and depend on one another.
“Problems investigated and resolved.”
Conflict often exposes hidden issues. Once a disagreement occurs, it gives the company a chance to investigate and fix problems that might otherwise have gone unnoticed. This can lead to better systems, improved relationships, and a healthier workplace culture overall.
“Renewal in relationships: greater openness and trust.”
When conflict is resolved properly, it can lead to more honest and open communication between people. Those involved learn how to express themselves more effectively and listen more actively. This renewal deepens trust and helps prevent future misunderstandings, improving teamwork in the long term.
What is arbitration?
“Arbitration is a formal process whereby an objective third party is approached to be the judge and jury on the best possible solution to the conflict.”
Arbitration is used when two parties in a conflict cannot reach an agreement on their own. They agree to bring in an impartial person, known as the arbitrator, to review all sides of the issue. The arbitrator listens to both parties and then makes a binding decision to resolve the conflict. This is commonly used in workplace disputes and legal matters, where neutrality and finality are essential. It removes emotional tension and provides a fair and structured resolution.
For how long is a written warning valid?
“Six months”
A written warning typically remains valid for a period of six months. During this time, the employee’s conduct or performance is closely monitored. If no further problems occur during this period, the warning may expire and be removed from the employee’s record. However, if there is repeated misconduct during the validity period, further disciplinary action may follow. This system encourages employees to correct their behaviour within a reasonable timeframe.
Indicate the type of conflict resolution that is applied in each of the following situations:
“The team members are arguing about the best way to solve a problem. When John is asked for his opinion, he shrugs his shoulders and says; ‘I will just go with whatever you decide’.”
Answer: Accommodation
In this situation, John chooses not to assert his own opinion and instead accepts the decisions of others. This is known as accommodation, where one party gives in to maintain harmony or avoid further conflict. While this approach may help reduce tension in the short term, it can lead to personal dissatisfaction if overused, especially if the person constantly ignores their own needs.
“A building has just collapsed while being built. This is serious. The engineers blame the builders. They decide to sit down and listen to one another and find a way to move forward.”
Answer: Cooperation and problem solving
Here, both parties recognise the seriousness of the situation and make a joint effort to understand each other and resolve the issue. Cooperation and problem solving involve open communication, active listening, and working collaboratively to find a mutually beneficial solution. This approach leads to constructive outcomes and improved relationships between the conflicting groups.
“The staff members are quarrelling as usual about whose turn it is to wash the teacups. The manager steps in and orders that each one should bring a distinctive mug for his/her use and responsibility to wash it.”
Answer: Subordination
In this case, the manager enforces a solution without involving the staff in the decision-making process. This is an example of subordination, where authority is used to impose a resolution, regardless of others’ opinions. While it may resolve the issue quickly, this method may not always encourage teamwork or long-term cooperation if people feel left out of the decision.
“The typist is unhappy because she has to work overtime from Monday till Thursday. She feels satisfied when the manager agrees to let her go home at 14:00 on a Friday.”
Answer: Agreement
This is a clear example of agreement as a form of conflict resolution. The manager and typist communicate their concerns and arrive at a solution that satisfies both parties. The compromise allows the work to be completed during the week, while the typist gets time off as compensation. Agreement promotes fairness and ensures both sides are heard.
Define the term stress.
“The physiological, psychological and behavioural response of an individual in his/her attempt to adjust to internal and/or external pressures or demands.”
Stress is a natural response that your body and mind produce when faced with challenges, pressures, or threats—whether real or perceived. Physiologically, it can affect the body through symptoms such as fatigue, increased heart rate, or headaches. Psychologically, it may cause anxiety, irritability, or emotional instability. Behaviourally, stress can lead to changes like withdrawing from others or neglecting responsibilities. It’s the body’s way of adapting to demanding situations, but when unmanaged, it can affect overall wellbeing.
State THREE reasons for stress.
“Personal living conditions”
“Working environment”
“Economic, political and social stressors”
Stress may arise from several sources:
What type of stress is usually experienced by employees?
“Distress”
Employees commonly experience distress, which is a negative form of stress. It arises when work demands exceed a person’s ability to cope. Examples include heavy workloads, lack of support, unfair treatment, or job insecurity. Unlike positive stress (eustress), which can motivate and energize, distress often leads to poor performance, mental health problems, and burnout if not managed effectively.
Indicate whether the following statements are TRUE or FALSE.
“Type B personalities set deadlines and strive to meet them.” – False
Type B personalities are usually relaxed, patient, and not deadline-driven. They are less competitive and more adaptable to stress compared to Type A individuals.
“Stress resulting from job security, where there is no movement up in the organisational ladder, can be minimised by moving on.” – True
If there is no growth or promotion opportunity, changing jobs or roles can relieve stress by providing fresh motivation and purpose.
“Aggression is a negative physical effect of stress.” – False
Aggression is actually a behavioural or emotional reaction—not a physical one. Physical symptoms of stress include things like fatigue or headaches, not aggression.
“Defensive coping is emotionally the healthiest route to take when…” – False
Defensive coping—like denial or blaming others—is not the healthiest approach. Healthier coping mechanisms involve addressing the problem directly, seeking help, and making positive lifestyle changes.
Who is the sender of the message in the attached ADDENDUM?
“The Big Issue magazine”
In any communication process, the sender is the originator—the one who initiates and transmits the message. In this case, The Big Issue magazine is responsible for delivering information to its audience. It could be communicating updates, articles, opportunities, or opinions. As the sender, the magazine determines what message will be shared, how it’s structured, and through which medium it is delivered.
What type of medium is used in the attached ADDENDUM?
“A magazine”
The medium is the channel or tool through which a message is delivered. Since the message comes from The Big Issue, and is presented in a publication, the medium is a magazine. Magazines are print or digital platforms used for in-depth communication with readers. They are ideal for conveying news, analysis, and persuasive messages to inform or influence public opinion.
Who are the receivers of the message in the ADDENDUM?
“Readers of The Big Issue magazine”
The receivers are the people for whom the message is intended. These are the readers of The Big Issue magazine, which may include the public, regular subscribers, community members, and interested organisations. They interpret and respond to the message either mentally, emotionally, or through actions such as sharing, supporting, or questioning the content.
State the type of interview question that is asked in each of the following examples:
“Why have you applied for this job?” – Open-ended question
An open-ended question invites the interviewee to share their thoughts, feelings, or reasoning without being limited to a yes-or-no answer. This kind of question helps interviewers gain deeper insight into a candidate’s motivation, goals, and interest in the job.
“If you realise that there is a fire on the premises, what would you do?” – Hypothetical question
A hypothetical question creates a made-up scenario to test how a person would react in a real-life situation. It assesses the candidate’s decision-making skills, ability to think under pressure, and whether their actions would be logical and safe.
“I think The Big Issue magazine should employ women in senior management positions, don’t you think so?” – Leading question
A leading question suggests a preferred answer or leads the interviewee toward a specific response. It’s slightly biased and tries to influence agreement rather than gather an honest, independent opinion.
“Will you be able to start work next Monday?” – Closed question
This is a yes/no type of question, requiring a specific, short response. It is useful for obtaining factual information and quick decisions regarding availability or suitability.
“You say that typing is the most important skill for a secretary. Why do you say that?” – Reflective question
Reflective questions refer back to what the interviewee has previously said, encouraging them to elaborate. This shows active listening and seeks clarity or deeper understanding of the candidate’s values or statements.
Name FIVE important phases of an interview.
“Planning”
This phase involves preparation before the interview. The interviewer prepares questions, reviews the job description, and outlines the qualities of the ideal candidate. Good planning ensures that the interview stays structured, relevant, and professional.
“Establishing rapport/warm-up”
In this phase, the interviewer builds a comfortable atmosphere to put the interviewee at ease. A friendly greeting, small talk, or a few informal questions can help reduce nervousness, allowing the candidate to respond more confidently and naturally.
“Questioning/questions and answers”
This is the central part of the interview, where structured questions are asked, and answers are recorded. The quality of this phase affects how much useful information is collected. It allows the interviewer to assess qualifications, personality, and problem-solving ability.
“Conclusion/close/closure”
The interviewer brings the interview to an end by summarising key points, thanking the candidate, and often informing them of what will happen next in the recruitment process. This leaves a final impression and gives the candidate a chance to ask questions.
“Reviewing or evaluating the interview”
After the candidate leaves, the interviewer reflects on what was said and whether the applicant meets the job and cultural requirements. Notes taken during the interview are reviewed to support an objective and fair selection process.
State TWO objectives of the interviewer in the employment interview.
“Obtain information”
A key goal of any interview is to gather relevant information about the candidate’s background, skills, attitude, and future potential. This helps the employer make an informed hiring decision that supports business needs.
“Determine the most suitable candidate”
The interviewer must assess all applicants and identify the one who fits best—not just technically, but also culturally and professionally. Suitability may include how well they align with the organisation’s mission, values, and long-term goals.
“Inform candidates about the nature of the job”
A good interview isn’t just about questioning—it’s also an opportunity to inform the applicant. The interviewer describes job roles, responsibilities, working hours, expectations, and performance criteria to ensure candidates know what they’re applying for.
“Inform candidates about the nature of the organisation”
Besides the job role, candidates need to understand the culture and goals of the organisation. The interviewer gives insight into values, policies, structure, and long-term vision, helping applicants assess if the company is the right fit for them.
“Organisation”
A well-organised interview allows for better focus and time management. It reflects professionalism and fairness. The interviewer must ensure that the entire process—from welcoming to evaluating—is systematic, timely, and transparent.
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