CUET Business Studies 2025 31 May Shift 1 PYQs

1

2

3

4

1. (B), (C), (D), (A)

2. (A), (C), (D), (B)

3. (D), (C), (B), (A)

4. (A), (B), (C), (D)

1

2

3

4

(A) and (C) only

(C)and (D) only

(B) and (D) only

(A) only

1

2

3

4

1. (A) - (I), (B) - (II), (C) - (III), (D) - (IV)

2. (A) - (I), (B) - (III), (C) - (II), (D) - (IV)

3. (A) - (III), (B) - (I), (C) - (II), (D) - (IV)

4. (A) - (III), (B) - (II), (C) - (I), (D) - (IV)

1. Identification and divison of work

2. Departmentalization

3. Assignment of duties

4. Establishing reporting relationships

1. It facilitates product promotion.

2. It helps in negotiation.

3. It provides protection to the product.

4. It provides information which helps consumers.

Coordination

Communication

Motivation

Organising

1. (A) - (I), (B) - (II), (C) - (III), (D) - (IV)

2. (A) - (III), (B) - (IV), (C) - (I), (D) - (II)

3. (A) - (III), (B) - (II), (C) - (I), (D) - (IV)

4. (A) - (II), (B) - (IV), (C) - (I), (D) - (III)

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2

3

4

Planning and controlling are separable twins of management.

Planning seeks consistent and articulated programs while control seeks to compel events to conform to plans.

Planning and controlling are inseparable twins of management.

Planning based on facts makes controlling easier and more effective.

Utility and demand

Inventory control

Warehousing

Order processing

Personality test

Trade test

Interest test

Intelligence test

1. 1

2. 2

3. 3

4. 4

Right to speak

Right to be seek redressal

Right to consumer education

Right to be informed

Policy

Strategy

Programme

Objective

1. (C), (A), (B), (D)

2. (C), (B), (A), (D)

3. (B), (C), (A), (D)

4. (B), (A), (C), (D)

1. 1

2. 2

3. 3

4. 4

Fixed cost

Variable cost

Semi-variable cost

Total cost

Organisational climate

Employee empowerment

Employee participation

Employee recognition programmes

1. Product

2. Price

3. Place

4. People

1. (C), (B), (D), (A)

2. (A), (B), (C), (D)

3. (C), (B), (A), (D)

4. (B), (A), (D), (C)

1. (A) - (I), (B) - (III), (C) - (IV), (D) - (II)

2. (A) - (I), (B) - (III), (C) - (II), (D) - (IV)

3. (A) - (I), (B) - (II), (C) - (IV), (D) - (III)

4. (A) - (I), (B) - (IV), (C) - (III), (D) - (II)

(A), (B) and (D) only

(B) and (C) only

(B), (C) and (D) only

(A) and (D) only

(A), (B), (C), (D)

(A), (C), (B), (D)

(B), (A), (D), (C)

(C), (B), (D), (A)

Management as a profession

Management as a science

Management as an art

Management as a hobby

Right to be informed

Right to seek redressal

Right to be heard

Right to consumer education

Psychological barriers

Organisational barriers

Semantic barriers

Personal barriers

(B)and (C) only

(C) and (D) only

(A) and (D) only

(A), (C) and (D) only

1

2

3

4

(A), (B) and (D) only

(A), (B) and (C) only

(A), (B), (C) and (D)

(B), (C) and (D) only

They identify critical points.

They focus on key result areas.

They focus managerial attention on significant deviations.

It takes a lot of effort and time as managers have to deal with all deviations.

Lawful and purposeful activity

Innovation

Systematic activity

Risk taking

1. (A) - (II), (B) - (III), (C) - (IV), (D) - (I)

2. (A) - (IV), (B) - (III), (C) - (II), (D) - (I)

3. (A) - (II), (B) - (III), (C) - (I), (D) - (IV)

4. (A) - (III), (B) - (IV), (C) - (I), (D) - (II)

(B), (D), (A), (C)

(B), (C), (D), (A)

(B), (D), (C), (A)

(B), (C), (A), (D)

(A) - (I), (B) - (II), (C) - (III), (D) - (IV)

(A) - (III), (B) - (IV), (C) - (II), (D) - (I)

(A) - (II), (B) - (III), (C) - (IV), (D) - (I)

(A) - (IV), (B) - (III), (C) - (I), (D) - (II)

(B) and (C) only

(A) and (D) only

(A) only

(B) only