CIE IGCSE Topical Past Paper 1
2.2 Organisation and management
0450/11/O/N/2024
RSL manufactures paint using flow production. Last year it produced 10 million litres of paint. RSL has 6 managers and 80 employees working in its factory. The managers use different leadership styles. RSL uses email and telephone calls as its methods of internal communication. The Operations Manager wants to understand why some manufacturing businesses are relocating their operations to other countries.
(d) Explain two leadership styles RSL’s managers might use. [6]
Leadership style 1:
Explanation:
Leadership style 2:
Explanation:
045/12/M/J/2024
ADN is a food retailer. It has 5 shops and 300 full-time employees. All ADN’s employees receive off-the-job training. ADN has a tall hierarchical structure. managers have a narrow span of control and all use an autocratic leadership style. ADN’s directors are planning to expand the business and cannot decide whether it is better for a business to use internal growth or external growth.
(a) Define ‘span of control’. [2]
(b) Define ‘autocratic leadership style’. [2]
045/12/F/M/2024
RBG is an oil company. It has operations in 6 countries. RBG has 2000 employees including 60 managers. Some of its managers use a laissez-faire leadership style. All of RBG’s internal communication uses information technology (IT) based methods. The Managing Director knows RBG’s business activities can create external costs and external benefits. She says: ‘Pressure groups often try to influence business decisions.’
(a) Define ‘laissez-faire leadership style’. [2]
(b) Identify two roles of a manager. [2]
Role 1:
Role 2:
045/12/F/M/2023
AH is an insurance business. It operates in a competitive market. AH has 1000 employees including 50 supervisors. The supervisors use an autocratic leadership style. AH currently has a 5% market share and is planning to take over a competitor. The Managing Director is considering how to communicate with AH’s employees about the takeover. There are many sources of finance available to fund business growth.
(a) Identify two responsibilities of supervisors. [2]
Responsibility 1:
Responsibility 2:
045/12/M/J/2024
AH is an insurance business. It operates in a competitive market. AH has 1000 employees including 50 supervisors. The supervisors use an autocratic leadership style. AH currently has a 5% market share and is planning to take over a competitor. The Managing Director is considering how to communicate with AH’s employees about the takeover. There are many sources of finance available to fund business growth.
(d) Explain one advantage and one disadvantage to AH of its supervisors using an autocratic leadership style. [6]
Advantage:
Explanation:
Disadvantage:
Explanation:
045/11/O/N/2023
MRN is a food retailer. It has 490 shops and 70 000 employees. MRN has announced plans to close 80 of its shops. The Human Resources Director said: ‘20% of management jobs will be removed. We want to encourage delegation. MRN will continue to follow legal controls over employment.’ MRN’s directors know it is important that businesses respond to increased competition
(a) Define ‘delegation’. [2]
(c) Outline two functions of MRN’s shop managers. [4]
Function 1:
Function 2:
045/13/M/J/2023
PCY provides insurance services for businesses such as farms and factories. Being ethical is important to PCY. The business has 4 offices and 500 employees. Managers use different leadership styles. The Managing Director is planning to change how PCY is organised and managed. He said: ‘I want to reduce communication barriers within the business. Delegation will be encouraged. The span of control could change.’
(a) Define ‘span of control’. [2]
(b) Identify two leadership styles. [2]
Leadership style 1:
Leadership style 2:
(c) Outline two benefits to PCY of encouraging its managers to use delegation. [4]
Benefit 1:
Benefit 2: