CUET Business Studies 2026 PYQs31 May Shift 1. Free, no login required.

Sehaj joined his father's business of Organic masalas, near Baddi in Himachal after completing his MBA. In order to capture a major share of the market, he decided to sell the product in small attractive packages by using the latest packaging technology and machinery. He believed that this project has huge financial potential in terms of sales and cash flows. Father asked Sehaj to prepare a financial blueprint for the organization's future operations. His father suggested that they hire financial consultants to help them with various sources of funds. The consultant enlisted various sources of finance and their associated costs of public issue to determine the optimal source(s) of finance. The consultant also referred to certain guidelines issued by SEBI.

Sehaj joined his father's business of Organic masalas, near Baddi in Himachal after completing his MBA. In order to capture a major share of the market, he decided to sell the product in small attractive packages by using the latest packaging technology and machinery. He believed that this project has huge financial potential in terms of sales and cash flows. Father asked Sehaj to prepare a financial blueprint for the organization's future operations. His father suggested that they hire financial consultants to help them with various sources of funds. The consultant enlisted various sources of finance and their associated costs of public issue to determine the optimal source(s) of finance. The consultant also referred to certain guidelines issued by SEBI.

Sehaj joined his father's business of Organic masalas, near Baddi in Himachal after completing his MBA. In order to capture a major share of the market, he decided to sell the product in small attractive packages by using the latest packaging technology and machinery. He believed that this project has huge financial potential in terms of sales and cash flows. Father asked Sehaj to prepare a financial blueprint for the organization's future operations. His father suggested that they hire financial consultants to help them with various sources of funds. The consultant enlisted various sources of finance and their associated costs of public issue to determine the optimal source(s) of finance. The consultant also referred to certain guidelines issued by SEBI.

Sehaj joined his father's business of Organic masalas, near Baddi in Himachal after completing his MBA. In order to capture a major share of the market, he decided to sell the product in small attractive packages by using the latest packaging technology and machinery. He believed that this project has huge financial potential in terms of sales and cash flows. Father asked Sehaj to prepare a financial blueprint for the organization's future operations. His father suggested that they hire financial consultants to help them with various sources of funds. The consultant enlisted various sources of finance and their associated costs of public issue to determine the optimal source(s) of finance. The consultant also referred to certain guidelines issued by SEBI.

Sehaj joined his father's business of Organic masalas, near Baddi in Himachal after completing his MBA. In order to capture a major share of the market, he decided to sell the product in small attractive packages by using the latest packaging technology and machinery. He believed that this project has huge financial potential in terms of sales and cash flows. Father asked Sehaj to prepare a financial blueprint for the organization's future operations. His father suggested that they hire financial consultants to help them with various sources of funds. The consultant enlisted various sources of finance and their associated costs of public issue to determine the optimal source(s) of finance. The consultant also referred to certain guidelines issued by SEBI.

M/s Zeman Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance and support to the workers while operating the machinery. The company has a policy of granting leave as per the requirements of the workers. Workers are generally granted leave on festivals and special occasions. Recently, at the Puja festival, it received a big order. Workers were keen to take Puja holidays while management was pressing hard for overtime. This matter was placed before the Personnel Manager, who called the meeting of operative manager by circulating a circular among the operative managers. Operative managers were told to inform the workers about the changes in the incentive plan which states payment of double wages for working overtime and triple wages for working on holidays. Workers, without any pressure, voluntarily took limited holidays and were able to increase their earnings by working overtime and on holidays. During the Board of Directors meeting, the Personnel Manager was asked to update the management to achieve higher output, meeting timely supplies without any confrontation with workers. The personnel manager replied, "I just used a carrot with a no-sticks approach".

M/s Zeman Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance and support to the workers while operating the machinery. The company has a policy of granting leave as per the requirements of the workers. Workers are generally granted leave on festivals and special occasions. Recently, at the Puja festival, it received a big order. Workers were keen to take Puja holidays while management was pressing hard for overtime. This matter was placed before the Personnel Manager, who called the meeting of operative manager by circulating a circular among the operative managers. Operative managers were told to inform the workers about the changes in the incentive plan which states payment of double wages for working overtime and triple wages for working on holidays. Workers, without any pressure, voluntarily took limited holidays and were able to increase their earnings by working overtime and on holidays. During the Board of Directors meeting, the Personnel Manager was asked to update the management to achieve higher output, meeting timely supplies without any confrontation with workers. The personnel manager replied, "I just used a carrot with a no-sticks approach".

M/s Zeman Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance and support to the workers while operating the machinery. The company has a policy of granting leave as per the requirements of the workers. Workers are generally granted leave on festivals and special occasions. Recently, at the Puja festival, it received a big order. Workers were keen to take Puja holidays while management was pressing hard for overtime. This matter was placed before the Personnel Manager, who called the meeting of operative manager by circulating a circular among the operative managers. Operative managers were told to inform the workers about the changes in the incentive plan which states payment of double wages for working overtime and triple wages for working on holidays. Workers, without any pressure, voluntarily took limited holidays and were able to increase their earnings by working overtime and on holidays. During the Board of Directors meeting, the Personnel Manager was asked to update the management to achieve higher output, meeting timely supplies without any confrontation with workers. The personnel manager replied, "I just used a carrot with a no-sticks approach".

M/s Zeman Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance and support to the workers while operating the machinery. The company has a policy of granting leave as per the requirements of the workers. Workers are generally granted leave on festivals and special occasions. Recently, at the Puja festival, it received a big order. Workers were keen to take Puja holidays while management was pressing hard for overtime. This matter was placed before the Personnel Manager, who called the meeting of operative manager by circulating a circular among the operative managers. Operative managers were told to inform the workers about the changes in the incentive plan which states payment of double wages for working overtime and triple wages for working on holidays. Workers, without any pressure, voluntarily took limited holidays and were able to increase their earnings by working overtime and on holidays. During the Board of Directors meeting, the Personnel Manager was asked to update the management to achieve higher output, meeting timely supplies without any confrontation with workers. The personnel manager replied, "I just used a carrot with a no-sticks approach".

M/s Zeman Ltd. deals in consumer goods. It employs 100 workers and 10 operative managers who give guidance and support to the workers while operating the machinery. The company has a policy of granting leave as per the requirements of the workers. Workers are generally granted leave on festivals and special occasions. Recently, at the Puja festival, it received a big order. Workers were keen to take Puja holidays while management was pressing hard for overtime. This matter was placed before the Personnel Manager, who called the meeting of operative manager by circulating a circular among the operative managers. Operative managers were told to inform the workers about the changes in the incentive plan which states payment of double wages for working overtime and triple wages for working on holidays. Workers, without any pressure, voluntarily took limited holidays and were able to increase their earnings by working overtime and on holidays. During the Board of Directors meeting, the Personnel Manager was asked to update the management to achieve higher output, meeting timely supplies without any confrontation with workers. The personnel manager replied, "I just used a carrot with a no-sticks approach".