CUET UG Business Studies Booster Test 3 Steps of Controlling Process -

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CUET UG Business Studies Test 3 Steps of Controlling Process

⏱️ 30 Minutes

❓ 20 Questions

📌 Answers are locked once submitted — results and explanations appear at the end.

CUET UG Business Studies Test 3 Steps of Controlling Process

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QUESTION 1 OF 20

Consider the following statements regarding the relationship between planning and standards:
Statement I: The standards of performance which serve as the basis of controlling are provided by planning.
Statement II: Without planning there is no predetermined understanding of the desired performance.

Answer Review

1 Consider the following statements regarding the relationship between planning and standards:
Statement I: The standards of performance which serve as the basis of controlling are provided by planning.
Statement II: Without planning there is no predetermined understanding of the desired performance.

A Only Statement I is true.

B Only Statement II is true.

C Both Statement I and Statement II are true.

D Neither Statement I nor Statement II is true.

💡 Short Explanation

Planning sets the goals that controlling measures. Standards are the "output" of the planning process. Controlling is meaningless without the benchmarks created in planning.

✅ Correct Answer Explanation

Planning and controlling are inseparable. Statement I is correct because standards—the criteria for measurement—are born in the planning stage. Statement II is correct because planning provides the "predetermined" targets. If an organization hasn't planned, it doesn't know what it wants to achieve; therefore, it has no basis to control or measure whether it is successful. NCERT highlights that planning provides the goals while controlling ensures those goals are met.

❓ Why Other Options Are Incorrect

Option A → Incorrect because Statement II is also a fundamental management fact.
Option B → Incorrect because Statement I is the very definition of the planning-controlling link.
Option D → Incorrect because both statements accurately describe the interdependency of these two functions.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Recognizing that planning (setting goals) is the prerequisite for controlling (checking goals).

Final Logic: Goal setting (Planning) must precede Goal checking (Controlling).

🧠 Memory Trick

Planning = Prescription; Controlling = Pulse check.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Relationship between Planning and Controlling

2 A manufacturing manager prescribes an appropriate course of action by defining a goal: "Reduce defects from 10 to 5 per 1,000 pieces produced by the end of the quarter." In the controlling context, this action specifically represents:

A Deviation detection

B Causes identification

C Benchmark setting in precise terms

D Critical point checking

💡 Short Explanation

The manager is setting a specific numerical target. "5 per 1,000" is a quantitative standard. This is the first step of the controlling process.

✅ Correct Answer Explanation

This action represents Benchmark setting in precise terms. In the controlling process, the first step is to establish standards. Standards are more effective when they are quantitative (numerical). By stating the exact number of defects allowed (5 per 1,000), the manager has created a precise "yardstick" that makes the later step of comparison much easier and objective.

❓ Why Other Options Are Incorrect

Option A → Detection happens after work is done and compared to this goal.
Option B → Identification of causes happens only if the actual results fail to meet this 5/1,000 goal.
Option D → Critical point checking is a strategy for where to look, but the statement itself is the definition of the goal.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: The statement provides a specific "target" or "standard," which aligns with "Benchmark."

Final Logic: Specific numbers indicate precise benchmark setting.

🧠 Memory Trick

Numbers = Nailing the benchmark.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 1)

3 Assertion (A): It is always possible for the management to set quantitative standards of performance for all organizational activities.
Reason (R): The control system loses some of its effectiveness when standards cannot be defined in quantitative terms.

A Both (A) and (R) are true and (R) is the correct explanation of (A).

B Both (A) and (R) are true, but (R) is not the correct explanation of (A).

C (A) is true, but (R) is false.

D (A) is false, but (R) is true.

💡 Short Explanation

Assertion (A) is false because qualitative areas (morale/behavior) are hard to quantify. Reason (R) is true because numbers provide clearer, more objective control. Management tries to quantify, but it isn't "always possible."

✅ Correct Answer Explanation

Assertion (A) is false because certain organizational aspects, such as employee morale, job satisfaction, and brand image, are qualitative and cannot always be expressed in exact numbers. Reason (R) is true because a control system is indeed more effective when standards are quantitative, as it reduces subjectivity and bias. Since A is false and R is true, Option D is the only logical choice.

❓ Why Other Options Are Incorrect

Options A, B, & C → These options all assume that (A) is true. However, the word "always" makes (A) an absolute statement that is factually incorrect in management.

🎯 Strategy

Used: Extreme Word Filter

Application: The word "always" in Assertion (A) usually indicates a false statement in social sciences like management.

Final Logic: While quantitative is better, it is not always possible.

🧠 Memory Trick

Morale ≠ Math.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 1)

4 Areas such as employee morale and human behaviour pose a specific problem for controlling because they are fundamentally:

A Outdated benchmarks

B Unreliable methods

C Qualitative elements difficult to set in quantitative standards

D Deviation detectors

💡 Short Explanation

Morale and behavior are intangible. You cannot easily assign a number to "happiness" or "attitude." This makes objective comparison a major challenge.

✅ Correct Answer Explanation

Controlling becomes difficult when dealing with qualitative elements. Morale, loyalty, and behavior are subjective; they cannot be measured by a scale or a calculator in the same way production units can. Because these areas are difficult to set in quantitative standards, managers often have to rely on proxy indicators or subjective judgment, which complicates the controlling process.

❓ Why Other Options Are Incorrect

Option A → These are current management concerns, not "outdated" ones.
Option B → These are areas of concern, not "methods."
Option D → These areas are what we measure, not the tools used to detect deviations.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Identifying that human emotions are "Qualitative" by nature.

Final Logic: Subjective traits = Qualitative challenges.

🧠 Memory Trick

Quality of mind = Qualitative.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 1)

5 A factory supervisor ensures that each part produced is checked before assembling rather than waiting for the entire task to complete. This represents measuring actual performance:

A At the benchmark setting stage

B During the performance

C As a postmortem activity

D Through external standard revision

💡 Short Explanation

Measurement can happen after work or while it's happening. Checking parts before assembly is real-time monitoring. This allows for faster correction before a final product is ruined.

✅ Correct Answer Explanation

Measurement of performance should ideally happen as often as possible. By checking parts before assembly, the supervisor is measuring during the performance. This "concurrent" measurement is highly effective because it prevents defective parts from moving further down the production line, saving the cost of a full "postmortem" discovery after the final product is finished.

❓ Why Other Options Are Incorrect

Option A → This stage happens in the office/planning room, not on the factory floor.
Option C → Postmortem measurement happens after the entire task or product is completed.
Option D → Standard revision is a corrective action, not a measurement technique.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: "Before assembling" implies the work is still in progress (in-process).

Final Logic: Real-time checking = Measurement during performance.

🧠 Memory Trick

During = Done while doing.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 2)

6 For actual performance measurement to be effective in comparing against standards, the measurement should ideally be done:

A Subjectively and randomly

B Only by top management

C In an objective and reliable manner

D Using only qualitative terms

💡 Short Explanation

Measurement must be unbiased (Objective). Measurement must be consistent (Reliable). This ensures the comparison step is fair and accurate.

✅ Correct Answer Explanation

To have a functional control system, the data collected must be accurate. Measurement must be done in an objective and reliable manner to ensure that the "actual" performance being reported is the truth. If measurement is subjective (based on feelings) or unreliable (inconsistent), the comparison against standards will be flawed, leading to wrong corrective actions.

❓ Why Other Options Are Incorrect

Option A → Subjectivity introduces bias, and randomness might miss significant errors.
Option B → Measurement should happen at all levels; top management often relies on reports from lower levels.
Option D → Qualitative terms are often necessary but are less "effective" for comparison than quantitative terms.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Choosing the option that ensures "Accuracy" and "Fairness" in a scientific management process.

Final Logic: Objective data = Effective control.

🧠 Memory Trick

Objective = Outstanding data.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 2)

7 Keeping employees under strict watch with the help of Closed Circuit Televisions (CCTVs) is an observation tool that may inadvertently lead to:

A Immediate correction of all deviations

B A decrease in external competition

C Perfect standard revision

D Resistance from employees who see it as a restriction on freedom

💡 Short Explanation

Personal observation is a measurement technique. Over-monitoring can damage morale. Employees may feel untrusted or "micromanaged."

✅ Correct Answer Explanation

While personal observation (including CCTV) is a valid measurement technique, it has human consequences. NCERT notes that strict monitoring can lead to resistance from employees because they may perceive it as a restriction on their personal freedom or a lack of trust from management. This can lower morale and counteract the benefits of the control system.

❓ Why Other Options Are Incorrect

Option A → Watching doesn't "correct" anything; it only identifies the problem.
Option B → CCTV is an internal tool and has no direct impact on external competition.
Option C → Revision is based on analysis of data, not just the act of watching.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Identifying the psychological/human resource impact of "strict watch."

Final Logic: Too much control breeds pushback.

🧠 Memory Trick

CCTV = Complaints (Resistance).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 2)

8 Which of the following is NOT considered a modern technique for reporting and measuring managerial control?

A Return on investment

B Ratio analysis

C Personal observation

D Management Information System

💡 Short Explanation

Personal observation is a "Traditional" technique. ROI, Ratio Analysis, and MIS are data-driven "Modern" techniques. Modern tools use accounting and information technology.

✅ Correct Answer Explanation

Personal observation is classified as a Traditional technique of control. While still used, it is based on the manager's physical presence. In contrast, Return on Investment (ROI), Ratio Analysis, and Management Information Systems (MIS) are considered Modern techniques as they involve sophisticated financial analysis and information technology to measure performance objectively.

❓ Why Other Options Are Incorrect

Options A, B, & D → These are all standard "Modern" techniques listed in the NCERT curriculum for advanced managerial control.

🎯 Strategy

Used: Odd One Out

Application: Options A, B, and D involve data and systems; Option C involves physical human presence.

Final Logic: The oldest method (Observation) is traditional, not modern.

🧠 Memory Trick

Personal = Past (Traditional).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Techniques of Managerial Control

9 To ensure deviation detection is precise, the text emphasizes that, as far as possible, actual performance should be measured in:

A Percentage points only

B Qualitative descriptions

C The same units in which standards are set

D Ratios and fractions only

💡 Short Explanation

Comparison requires "Apple-to-Apple" alignment. If the standard is in "kg," measurement must be in "kg." This eliminates the need for confusing conversions.

✅ Correct Answer Explanation

For comparison to be efficient and accurate, actual performance must be measured in the same units in which standards are set. If a standard is set in "units produced per hour," but measurement is taken in "total weight per day," the manager cannot easily identify a deviation. Matching units ensures the comparison is direct and the performance gap is immediately clear.

❓ Why Other Options Are Incorrect

Option A & D → These are specific types of units, but they only work if the standard was also set in those units.

Option B → Qualitative descriptions make "precise" detection of gaps very difficult.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Identifying the logical requirement for a "Fair Comparison."

Final Logic: Same units = Easy math.

🧠 Memory Trick

Same units = Simple control.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 3)

10 Consider the following statements about detecting deviations:
Statement I: Comparison of actual performance with standards reveals the deviation between actual and desired results.
Statement II: All deviations, no matter how small, indicate a failure in planning and require immediate standard revision.

A Both statements are true.

B Statement I is true, but Statement II is false.

C Statement I is false, but Statement II is true.

D Both statements are false.

💡 Short Explanation

Statement I is the textbook definition of the comparison step. Statement II is false because minor deviations are expected and acceptable. Standard revision is only for unrealistic goals, not every small error.

✅ Correct Answer Explanation

Statement I is true as comparison is the act of finding the gap between "what is" and "what should be." Statement II is false because it ignores the principle of "Acceptable Range of Deviations." Minor errors do not necessarily mean planning failed, nor do they require standard revision. In fact, reacting to "all deviations, no matter how small" would lead to micromanagement and inefficiency.

❓ Why Other Options Are Incorrect

Option A & C → These assume Statement II is true, which contradicts the management principles of "Management by Exception."

Option D → This assumes Statement I is false, which is the basic definition of comparison.

🎯 Strategy

Used: Extreme Word Filter

Application: The words "All" and "no matter how small" in Statement II are extreme and suggest an incorrect management practice.

Final Logic: One is a definition (True); the other is an impractical extreme (False).

🧠 Memory Trick

Gap ≠ Failure.

📚 Batch 2: Questions 11–20

11 The postmortem of past activities that uncovers the performance gap between standards and reality proves that controlling is partially a:

A Forward-looking function only

B Backward-looking function

C Benchmark setting tool only

D Method for external environmental change

💡 Short Explanation

Controlling looks at work that has already been done. "Postmortem" means after death (or after completion). It acts like a "rear-view mirror" to learn from the past.

✅ Correct Answer Explanation

Controlling is described as a backward-looking function because it involves a "postmortem" or an after-the-fact examination of activities. By looking back at actual performance and comparing it to standards, managers identify past mistakes and gaps. However, note that it is also forward-looking because it uses this past data to improve future performance.

❓ Why Other Options Are Incorrect

Option A → Planning is primarily forward-looking; controlling is both, but the "postmortem" aspect is specifically backward-looking.
Option C → Benchmark setting is only the first step, not the entirety of the function.
Option D → Controlling manages internal responses to the environment but cannot "change" the external environment itself.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: "Postmortem" and "past activities" are inherently linked to looking back.

Final Logic: Checking the past = Backward-looking.

🧠 Memory Trick

Backward = Behind (the past).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Planning and Controlling

12 Match the terms related to deviation with their specific implications.

List 1	List 2
1. Acceptable limits	A. The difference found when comparing actual vs. standard
2. Significant deviations	B. Permissible range of variations expected in activities
3. Key result areas	C. Crosses the boundary and demands urgent managerial attention
4. Performance gap	D. Critical points where deviations cause major business impact

A 1-B, 2-C, 3-D, 4-A

B 1-A, 2-B, 3-C, 4-D

C 1-D, 2-A, 3-B, 4-C

D 1-C, 2-D, 3-A, 4-B

💡 Short Explanation

Limits = Allowed range (1-B). Significant = Big error needing attention (2-C). Key areas = Vital points (3-D). Gap = Math difference (4-A).

✅ Correct Answer Explanation

Each term represents a specific part of the deviation analysis: 1. Acceptable limits (B) are the "safe zones" where variation is allowed. 2. Significant deviations (C) are those that go beyond the safe zone and need a manager. 3. Key result areas (D) are the "Critical Points" vital to the company. 4. Performance gap (A) is the literal numerical difference between the target and the actual result.

❓ Why Other Options Are Incorrect

Options B, C, & D → These misplace the definitions (e.g., calling a "Performance gap" a "Critical point" or "Significant deviations" a "Permissible range").

🎯 Strategy

Used: Option Grouping

Application: Match the "Size/Importance" of the deviation to its management definition.

Final Logic: Precise matching of terminology to NCERT definitions.

🧠 Memory Trick

Limits-Permissible, Significant-Urgent, Key-Critical, Gap-Difference.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 3)

13 In critical point control, what is the primary consequence of dealing exclusively with critical points (key result areas)?

A It eliminates the need for qualitative standards

B It ensures there is better utilization of managerial effort

C It replaces the need for performance reporting

D It prevents external factors from changing

💡 Short Explanation

Managers have limited time and energy. CPC stops them from sweating the "small stuff." Effort is concentrated where the impact is highest.

✅ Correct Answer Explanation

The major advantage of Critical Point Control is that it ensures better utilization of managerial effort. Instead of a manager trying to track 1,000 minor details, they track the 5 "Critical Points" that actually move the needle for the business. This prevents burnout and ensures that the manager's talent is focused on high-stakes problem-solving.

❓ Why Other Options Are Incorrect

Option A → You still need qualitative standards for those critical areas (e.g., Safety).
Option C → You still need reports to identify if a critical point is failing.
Option D → No internal control technique can stop the external world from changing.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Identifying the "Benefit" of focusing only on what is critical.

Final Logic: Focus on the important = Efficient use of effort.

🧠 Memory Trick

Critical = Concentrated Effort.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 3)

14 Arrange the analytical thought process a manager uses to handle deviations:
1. Determine the acceptable range of deviations
2. Focus on significant deviations via management by exception
3. Ascertain deviations in key result areas (critical points)
4. Compare actual performance against standards

A 1, 2, 3, 4

B 4, 1, 3, 2

C 4, 3, 2, 1

D 2, 3, 4, 1

💡 Short Explanation

First: Find the gap (4). Second: Establish what gap is "okay" (1). Third: Check the most "vital" areas (3). Fourth: Report the "exceptions" that cross the line (2).

✅ Correct Answer Explanation

The logical flow of analysis begins with Comparison (4) to find the gap. Then, the manager determines the Acceptable range (1) to see if that gap matters. Next, they use Critical Point Control (3) to identify if the gap is in a key area. Finally, they use Management by Exception (2) to bring the most significant, out-of-bounds errors to top management's attention.

❓ Why Other Options Are Incorrect

Option A, C, & D → These place steps like "focusing on exceptions" before you even have a comparison or a range, which is logically impossible.

🎯 Strategy

Used: Sequential Logic

Application: You must have the data (4) and the rules (1) before you can filter for priority (3) and exception (2).

Final Logic: Data →Rule →Priority →Exception.

🧠 Memory Trick

C-R-P-E (Compare, Range, Priority/Point, Exception).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process

15 The exception principle relies on the philosophy that a manager should only act when:

A Performance matches standard exactly

B Benchmarks are first established

C Deviations cross the permissible limit

D Actual performance exceeds the qualitative standard

💡 Short Explanation

"Exception" means something unusual. Normal variation is "permissible." Action is only needed when the error is "unusual/significant."

✅ Correct Answer Explanation

The Exception Principle (Management by Exception) is based on the idea that a manager's time is valuable. Therefore, the manager should only act when deviations cross the permissible limit. If a deviation is within the allowed range (e.g., a 1% cost increase when 2% is allowed), the manager does not waste time on it. Only "exceptions" get their attention.

❓ Why Other Options Are Incorrect

Option A → If it matches exactly, no action is needed; this is the goal.
Option B → This is the starting step, but it doesn't trigger "action" in response to performance.
Option D → While exceeding a standard is an exception, the principle is most commonly applied to "failures" (shortfalls) that cross limits.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: "Exception" →"Crossing a boundary/limit."

Final Logic: Only the "Significant" gets the spotlight.

🧠 Memory Trick

Exception = Exceeding the limit.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 3)

16 If an organization's control system attempts to track every minor deviation across all departments without exception, what is the likely outcome according to the text?

A It ensures perfect order and discipline

B It will result in controlling nothing efficiently

C It creates quantitative benchmarks

D It automatically trains the employees

💡 Short Explanation

Over-controlling leads to "Information Overload." Major problems get buried under thousands of minor ones. This is the warning given by Management by Exception.

✅ Correct Answer Explanation

NCERT explicitly states that "an attempt to control everything results in controlling nothing." If a manager treats a $5 error with the same urgency as a $50,000 error, they will be overwhelmed by paperwork and data. This inefficiency leads to the manager losing sight of the big picture, ultimately resulting in a failure to control anything effectively.

❓ Why Other Options Are Incorrect

Option A → It usually results in chaos, resentment, and a "bottleneck" at the manager's desk.
Option C → Benchmarks are set at the start; tracking is the use of those benchmarks.
Option D → Over-control usually discourages employees and reduces initiative; it isn't a training tool.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Identifying the "Paradox of Control" mentioned in the textbook.

Final Logic: Wide focus = Shallow control.

🧠 Memory Trick

Too much watch = Nothing caught.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 3)

📄 Passage

Category: Deviation Analysis Passage for Q17 & Q18: Deviations may have multiple causes for their origin. These include unrealistic standards, defective process, inadequacy of resources, structural drawbacks, organisational constraints and environmental factors.

According to the passage, identifying causes is complex because a deviation may originate from:

A A single, easily observed error

B Management by exception

C Multiple causes

D Only internal employees

💡 Short Explanation

Problems in business are rarely simple. A single delay could be due to people, machines, and policy. This makes "Analysis" a difficult but necessary step.

✅ Correct Answer Explanation

The passage explicitly states: "Deviations may have multiple causes for their origin." A performance gap isn't always caused by one thing. For example, low production could be due to a defective machine (technical), lack of skills (HR), and a power outage (environmental) all at once. Managers must investigate all these possibilities to find the right cure.

❓ Why Other Options Are Incorrect

Option A → While some errors are simple, the passage highlights the complexity of "multiple causes."
Option B → This is a method for selecting which deviations to look at, not a cause of the deviation itself.
Option D → The passage mentions "environmental factors" and "structural drawbacks," proving causes are not just limited to employees.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Direct textual evidence from the first sentence of the passage.

Final Logic: Complexity stems from multiplicity.

🧠 Memory Trick

Many Missteps (Multiple Causes).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 4)

📄 Passage

Based on the passage, which of the following is NOT explicitly mentioned as a potential problem area/cause for deviation?

A Environmental factors

B Defective process

C Overpayment of dividends

D Organisational constraints

💡 Short Explanation

The passage lists specific causes: standards, process, resources, etc. Dividend payment is a financial decision, not a "cause for deviation" in the context of the provided text. Options A, B, and D are all pulled directly from the passage.

✅ Correct Answer Explanation

The passage lists "unrealistic standards, defective process, inadequacy of resources, structural drawbacks, organisational constraints and environmental factors." Overpayment of dividends is not on this list. While it might affect future cash flow, it is not cited in the text as a primary cause for a performance deviation.

❓ Why Other Options Are Incorrect

Option A, B, & D → These are all explicitly mentioned in the second sentence of the provided passage as potential origin points for deviations.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Perform a direct keyword search/match against the passage text.

Final Logic: If it's not in the text, it's not the answer.

🧠 Memory Trick

Trust the Text.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 4)

19 Management identifies that an important project is running behind schedule. Which immediate correction strategy is directly recommended by the text?

A Lowering the acceptable limits

B Assigning additional workers and equipment and permitting overtime

C Changing the organizational structure

D Ignoring it using management by exception

💡 Short Explanation

The problem is "behind schedule" (Time/Resource gap). The fix is to add more "power" to speed up the work. This is a standard NCERT example of corrective action for delays.

✅ Correct Answer Explanation

When a project is delayed, the goal is to catch up. The text recommends assigning additional workers and equipment and permitting overtime as a practical way to increase output and bring the project back on track. This directly addresses the resource/time shortfall that caused the deviation.

❓ Why Other Options Are Incorrect

Option A → This doesn't fix the delay; it just makes a bad situation "acceptable."
Option C → This is a massive, slow change that won't solve an "immediate" schedule problem.
Option D → If the project is "important" and "significantly" behind, MBE dictates you must pay attention, not ignore it.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Matching a "Time/Volume" problem with a "Resource/Labor" solution.

Final Logic: More hands = Less time.

🧠 Memory Trick

Behind? Add Brawn (Workers/Tools).

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 4)

20 Due to unforeseen government technological policies, a company consistently falls short of its goals despite optimal internal efficiency. The gap cannot be corrected through managerial action. What is the necessary outcome?

A The standards may have to be revised

B Immediate personal observation must begin

C The causes must be deemed qualitative

D CCTVs must be installed

💡 Short Explanation

If the company is efficient but still failing, the goal is likely the problem. "Unforeseen policies" represent an external shift. You cannot "correct" a government policy; you must adapt your goals.

✅ Correct Answer Explanation

In situations where internal operations are optimal but the target is still missed due to external factors (like government policy), the standards have become unrealistic. Since no amount of managerial action (like training or overtime) can fix a technological policy change, the only logical step is to revise the standards. This ensures that future goals are attainable under the new reality.

❓ Why Other Options Are Incorrect

Option B & D → Observation and CCTVs are for measuring internal performance; they won't help with a policy-driven shortfall.

Option C → A policy change is a factual "External Factor," not a "Qualitative Cause" like employee morale.

🎯 Strategy

Used: Contextual/Tonal Matching

Application: Recognizing that "Impossible Goals" must be "Updated."

Final Logic: Adapt the goal to the reality.

🧠 Memory Trick

Reality Check = Revise.

📚 Class XII – Business Studies – Chapter: Controlling – Topic: Controlling Process (Step 4)

CUET UG Business Studies Test 3 Steps of Controlling Process

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