Eduqas A-Level Business people in organisations overview quiz quiz

The number of subordinates a manager directly supervises

The number of separate layers of management in the organisational hierarchy

The time taken for one decision to pass down the chain of command

The total number of employees the whole firm currently has on its payroll

Many levels of hierarchy and narrow spans of control

Few levels of hierarchy and wide spans of control

No managers at all

A very long chain of command

It always brings completely fresh ideas and new skills from outside the firm

It widens the available pool of talent by attracting many external applicants

It is cheaper and quicker and the candidate is already known

It removes the need to train anyone

5%

20%

32%

50%

Basic pay and fringe benefits

Physical working conditions and facilities

Company policy and administration rules

Recognition and responsibility

Money and pay by output

Meeting workers' social and belonging needs

The chance to achieve self-actualisation

Job enrichment and more varied tasks

100

250

1,000

100,000

There is no difference at all; the two terms mean exactly the same thing in every business

Management deals only with money and budgeting, while leadership deals only with the hiring of new people

Leadership sets a vision and inspires people; management plans, organises and controls resources

Leadership is junior to management

When managing highly skilled, creative staff who work best with full autonomy

When the firm wants to maximise consultation and shared decision-making with staff

When there is plenty of time available to debate options fully before deciding

In a crisis needing fast, clear decisions, or with unskilled staff

A trade union negotiating pay and conditions on behalf of a group of employees

Each individual worker separately negotiating their own pay and conditions alone

The employer imposing pay and conditions with no negotiation with staff whatsoever

A government department centrally setting the wages for every firm in the industry

Treating labour purely as a cost to be minimised and very tightly controlled

Avoiding all staff training and development in order to save money for the firm

Treating employees as valued assets to be developed and engaged

Using only temporary, low-cost staff

Because employment law requires every firm to publish its HR plan alongside its objectives

Because HR strategy is far more important and should completely replace the entire overall corporate strategy of the firm

Because HR strategy and corporate strategy are always word-for-word identical in every single firm

Because the workforce must be recruited, trained and managed to deliver what the corporate strategy promises