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Free ACCA Business and Technology Practice Questions & Answers
300 exam-style Business and Technology questions. Pick your answer, hit Check answer, and see the worked solution — free to start, no signup.
100% free · No login to startQuestion 151
Which of the following best distinguishes leadership from management?
Select an option first.
Correct answer: B — Leaders inspire and influence people towards a vision; managers plan, organise, and control resources
Explanation: Leadership involves inspiring and influencing people toward a vision. Management focuses on planning, organising, directing, and controlling resources. Both are important but distinct functions.
Question 152
A manager who consults subordinates before making decisions but retains final authority is using which leadership style?
Select an option first.
Correct answer: C — Consultative/democratic
Explanation: A consultative style involves seeking input from team members before deciding, while the manager retains final authority. Autocratic means deciding alone. Laissez-faire delegates decision-making fully. Bureaucratic follows rules rigidly.
Question 153
Fiedler's Contingency Model suggests that:
Select an option first.
Correct answer: B — The effectiveness of a leadership style depends on the situation
Explanation: Fiedler's model proposes that leadership effectiveness depends on the match between a leader's style and situational variables including task structure, leader-member relations, and position power.
Question 154
A transformational leader is best described as one who:
Select an option first.
Correct answer: B — Inspires followers to exceed expectations by articulating a compelling vision and challenging the status quo
Explanation: Transformational leaders inspire and motivate through vision, charisma, and challenging assumptions. Transactional leaders focus on reward and punishment. Laissez-faire leaders are hands-off.
Question 155
Henri Fayol's classical management functions include:
Select an option first.
Correct answer: A — Planning, Organising, Commanding, Coordinating, Controlling
Explanation: Fayol identified five management functions: Planning, Organising, Commanding, Coordinating, and Controlling. The other options mix in HR or strategic functions not part of Fayol's original framework.
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Question 156
The managerial roles identified by Henry Mintzberg are grouped into:
Select an option first.
Correct answer: C — Interpersonal, informational, and decisional roles
Explanation: Mintzberg grouped managerial roles into: interpersonal (figurehead, leader, liaison), informational (monitor, disseminator, spokesperson), and decisional (entrepreneur, disturbance handler, resource allocator, negotiator).
Question 157
Delegation involves:
Select an option first.
Correct answer: B — Assigning authority and responsibility to a subordinate to carry out specific tasks
Explanation: Delegation is the process of assigning task authority to a subordinate, though the manager retains overall accountability. It is not abdication and not restricted to senior levels.
Question 158
Theory X managers assume that workers:
Select an option first.
Correct answer: B — Dislike work, avoid responsibility, and must be controlled and directed
Explanation: McGregor's Theory X assumes workers are lazy, dislike work, avoid responsibility, and need close supervision. Theory Y assumes workers are self-motivated and seek responsibility.
Question 159
Maslow's Hierarchy of Needs places which need at the highest level?
Select an option first.
Correct answer: D — Self-actualisation
Explanation: Maslow's hierarchy from bottom to top: Physiological, Safety, Social, Esteem, Self-actualisation. Self-actualisation (realising one's full potential) is at the peak. Lower needs must generally be met before higher ones motivate behaviour.
Question 160
According to Herzberg's Two-Factor Theory, which of the following is a motivator?
Select an option first.
Correct answer: C — Achievement and recognition
Explanation: Herzberg distinguished motivators (intrinsic factors: achievement, recognition, responsibility, advancement) from hygiene factors (extrinsic: pay, working conditions, supervision, policy). Hygiene factors prevent dissatisfaction but do not motivate.
Question 161
Herzberg's hygiene factors, if absent, will:
Select an option first.
Correct answer: B — Cause employee dissatisfaction but will not motivate if present
Explanation: Hygiene factors prevent dissatisfaction when adequate, but their presence does not actively motivate. Only motivators (intrinsic factors) increase satisfaction and drive performance.
Question 162
Vroom's Expectancy Theory holds that motivation depends on:
Select an option first.
Correct answer: B — The belief that effort leads to performance, performance leads to reward, and the reward is valued
Explanation: Vroom: Motivation = Expectancy (effort to performance) x Instrumentality (performance to reward) x Valence (value of reward). Unsatisfied needs are Maslow's model. Equity is Adams' theory.
Question 163
Adams' Equity Theory suggests that employees are motivated by:
Select an option first.
Correct answer: B — Comparing their input/output ratio to that of others and seeking fairness
Explanation: Adams proposed that motivation is driven by perceived fairness — people compare their ratio of inputs to outputs with others. Imbalance leads to dissatisfaction and behavioural change.
Question 164
Taylor's Scientific Management approach to motivation assumed:
Select an option first.
Correct answer: B — Workers are motivated mainly by financial reward and will work harder for more pay
Explanation: Frederick Taylor believed workers were primarily economic beings motivated by money. Scientific management linked pay to output. This contrasts with human relations approaches emphasising social and intrinsic factors.
Question 165
Job enrichment as a motivational technique involves:
Select an option first.
Correct answer: B — Adding greater responsibility, variety, and decision-making authority to a role
Explanation: Job enrichment (vertical loading) adds depth to a role — greater responsibility, autonomy, and complexity. Job enlargement adds breadth. Job rotation moves employees between equivalent roles. Pay increases are separate.
Question 166
McClelland's Theory of Needs identifies which three primary motivators?
Select an option first.
Correct answer: B — Achievement, affiliation, and power
Explanation: McClelland identified three learned needs: achievement (desire to excel), affiliation (desire for positive relationships), and power (desire to influence others). The other options describe different theories.
Question 167
Tuckman's model of team development identifies which four stages in order?
Select an option first.
Correct answer: B — Forming, Storming, Norming, Performing
Explanation: Tuckman identified four stages: Forming (getting to know each other), Storming (conflict and power struggles), Norming (establishing norms and cohesion), and Performing (effective team working).
Question 168
Belbin's team roles theory suggests that:
Select an option first.
Correct answer: B — Effective teams require a balance of different roles played by members
Explanation: Belbin identified nine team roles and argued that high-performing teams need a balance of these roles. No single role is universally most important. Small, balanced teams are often more effective.
Question 169
The purpose of a job description in recruitment is to:
Select an option first.
Correct answer: B — Outline the duties, responsibilities, and scope of the position being filled
Explanation: A job description outlines the role's duties, responsibilities, and reporting lines. A person specification describes the ideal candidate's attributes. Pay details are in a contract of employment.
Question 170
A person specification focuses on:
Select an option first.
Correct answer: B — The skills, qualifications, experience, and personal attributes required of the job holder
Explanation: A person specification defines the ideal candidate profile. The job description covers duties and responsibilities. Pay and conditions are in a contract.
Question 171
On-the-job training means:
Select an option first.
Correct answer: B — Training that takes place in the actual workplace environment while the employee is working
Explanation: On-the-job training occurs at the workplace — e.g. shadowing, coaching, mentoring, job rotation. Off-the-job training occurs away from the workplace.
Question 172
The main purpose of a performance appraisal is to:
Select an option first.
Correct answer: B — Review an individual's performance, set objectives, and identify development needs
Explanation: Performance appraisals review past performance, set future objectives, identify training needs, and provide feedback. They are not primarily dismissal tools, strategic planning exercises, or payroll mechanisms.
Question 173
Equal opportunities in the workplace refers to:
Select an option first.
Correct answer: B — Ensuring all individuals are treated fairly without discrimination based on protected characteristics
Explanation: Equal opportunities means fair treatment for all, regardless of characteristics such as race, gender, age, disability, or religion. It does not mean identical pay or titles regardless of role.
Question 174
Diversity management in an organisation aims to:
Select an option first.
Correct answer: B — Leverage differences among employees to improve organisational performance and innovation
Explanation: Diversity management recognises and values differences in background, experience, and perspective to drive creativity, innovation, and better decision-making.
Question 175
A transactional leader primarily motivates staff through:
Select an option first.
Correct answer: B — Reward for achievement and corrective action for poor performance
Explanation: Transactional leadership is based on an exchange: employees receive rewards for meeting targets and face consequences for underperformance. This differs from transformational leadership which motivates through vision and inspiration.
Question 176
Which of the following is an example of an intrinsic motivator?
Select an option first.
Correct answer: C — A sense of personal achievement from completing a challenging task
Explanation: Intrinsic motivators come from within the individual — satisfaction, achievement, pride, and personal growth. Pay rises, company cars, and bonuses are extrinsic (external) motivators.
Question 177
Induction training is primarily designed to:
Select an option first.
Correct answer: B — Help new employees settle into the organisation and understand their role and responsibilities
Explanation: Induction introduces new employees to the organisation's culture, policies, procedures, and their specific role. It reduces early turnover and accelerates productivity.
Question 178
Which of Mintzberg's roles involves a manager spreading information to employees about organisational changes?
Select an option first.
Correct answer: C — Disseminator
Explanation: The disseminator role involves transmitting information received from outside or from other employees to members of the organisation. Monitor gathers information. Figurehead is a ceremonial role.
Question 179
Which of the following best describes the concept of empowerment in the workplace?
Select an option first.
Correct answer: B — Giving employees the authority, resources, and confidence to take ownership of their work and decisions
Explanation: Empowerment involves delegating meaningful authority and responsibility to employees, trusting them to make decisions within their role. This improves motivation, engagement, and responsiveness. It differs from abdicating management responsibility.
Question 180
Which of the following motivational approaches involves setting specific, challenging goals with feedback to improve performance?
Select an option first.
Correct answer: B — Goal-setting theory (Locke and Latham)
Explanation: Locke and Latham goal-setting theory proposes that specific, challenging goals with clear feedback lead to higher performance than vague or easy goals. This underpins performance management and appraisal processes.
More free ACCA topics
Management Accounting401
Financial Accounting400
Corporate and Business Law400
Performance Management400
Financial Reporting400
Financial Management400
Strategic Business Reporting400
Advanced Financial Management400
Advanced Performance Management400
Advanced Taxation400
Taxation300
Audit and Assurance300
Strategic Business Leader300
Advanced Audit and Assurance296
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