CUET Business Studies Business Studies > Planning PYQs

Method

Procedure

Policy

Strategy

Planning

Organizing

Directing

Controlling

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

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

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

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

Policy

Strategy

Budgetary

Regulatory

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

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

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

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

Policy

Budget

Strategy

Monitoring

Planning promotes creativity and innovation

Planning leads to rigidity

Planning does not guarantee success

Planning may not work in a dynamic environment

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

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

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

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

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

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

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

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

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

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

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

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

1. The first and foremost step is setting objectives.

2. The next step in planning is concerned with the identification, evaluation and selection of an alternative.

3. The following step is concerned with putting the plans into action.

4. The subsequent step is to assign work duties to employees and create reporting relationships.

Planning ensures that the goals or objectives are clearly stated so that they act as a guide for deciding what action should be taken and in which direction.

Planning helps in reducing the workload of managers.

Planning is an activity which enables a manager to look ahead and anticipate changes.

Planning serves as the basis of coordinating the activities and efforts of different divisions, departments and individuals.

It is a continuous process.

It is flexible.

It involves decision-making.

It is an intellectual exercise.

Policy

Strategy

Programme

Objective

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

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

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

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

(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

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

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

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

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

Coordinating

Planning

Cooperating

Directing

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

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

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

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

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

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

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

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

Profit and loss account

Budget

Balance sheet

Cash account

Planning does not guarantee success

Planning involves huge costs

Planning reduces creativity

Planning leads to rigidity

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

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

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

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

Planning

Organizing

Controlling

Directing

Controlling

Organising

Planning

Directing

Policy

Strategy

Standing plan

Programme

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

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

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

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

Management

Organising

Planning

Controlling

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

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

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

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

Budget

Programme

Strategy

Method

(A) and (B) only

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

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

(B) and (D) only

Planning is futuristic

Planning involves decision making

Planning is a mental exercise

Planning is pervasive

Rules

Strategies

Method

Procedures

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

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

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

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

Planning reduces creativity

Planning does not guarantee success

Planning leads to rigidity

Planning does not work in a dynamic environment

Objective

Policy

Budget

Procedure

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

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

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

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

Policies

Procedures

Budgets

Methods

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

2. (A) and (C) only

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

4. (B) and (D) only

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

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

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

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

1. Planning

2. Coordination

3. Organising

4. Directing

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

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

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

(C) and (D) only

Planning is pervasive

Futuristic and involves decision making

One-time activity

A primary function of management

Standing Plan

Single-use Plan

Short term plans

Strategic plans

Procedures

Policy

Plans

Methods

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

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

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

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

Rule

Objectives

Policy

Method

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

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

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

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

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

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

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

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

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

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

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

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

Developing premises

Setting objectives

Selecting an alternative plan

Implementing the plan

It brings rigidity.

It increases the risk of uncertainty.

It involves decision making.

It leads to redundant and overlapping activities.

Set the objective, develop premises, evaluate and select alternate course of action, implement the plan, follow-up action.

Set the objective, identify and select the alternatives, implement the plan, develop the premises and follow-up action.

Developing premises for new products, setting objectives, identifying alternative options, implementing the plan.

Generation of ideas, implementing the alternatives, premise development and follow-up action.

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

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

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

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

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

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

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

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

Objectives need to be expressed in specific terms.

Policy refers to specific statements which are decided for the guidance of top management only.

Procedure refers to the plan which tells us what is to be done and what not to be done.

Rules refer to a plan that covers a large organizational activity and specifies main steps and its orders.

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

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

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

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

Controlling

Directing

Planning

Organising

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

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

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

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

Delegating

Planning

Coordination

Controlling

Rule

Process

Policy

Programme

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

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

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

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

Planning focuses on achieving objectives

Planning ensures success

Planning identifies the deviations and makes corrections

Planning groups important activities into workable units

Planning

Organising

Coordination

Controlling

Rule

Policy

Strategy

Procedure

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

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

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

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

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

(A) and (B) only

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

(A) and (C) only

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

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

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

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