IBDP Business Management Case Study Practice Test

The main idea is how structure and leadership shape how a circular organizational model can be put into practice. A tall structure adds many layers of management, which means proposals must pass through multiple levels and approvals, slowing down decision-making. Autocratic leadership concentrates power in one person and minimizes input from others, further delaying decisions and reducing willingness to collaborate across departments. A circular model depends on open, ongoing communication and cross-functional teamwork to coordinate activities around shared processes and feedback loops; when decisions are slow and input is discouraged, teams resist moving toward that collaborative way of working. So, slow decision-making and resistance to cross-functional collaboration emerge naturally under these conditions. The other scenarios imply more empowerment or quicker, broader collaboration, which wouldn’t align with a tall, autocratic setup.