LATEST CBSE QUESTIONS

Question 1.
Hina Sweets is a renowned name for quality sweets since 1935. Harsh the
owner of Hina Sweets was worried as the sales had declined during the last
three months. When he enquired from the Sales Manager, the Sales Manager
reported that there were some complaints about the quality of sweets.
Therefore Harsh ordered for sample checking of sweets.
Identify the step taken by Harsh that is related to one of the functions of
management.
(CBSE, Delhi 2017)
Answer:
Measurement of actual performance is the step in controlling process being
described.
Question 2.
State the steps in the process of controlling. (CBSE, Delhi 2017)
Answer:
The various steps involved in the controlling process are described below:
1. Setting performance standards: The first step in the controlling
process involves setting standards in clear, specific and measurable
terms. Standards can be set in both quantitative as well as qualitative
terms. It is important that standards should be flexible enough to be
modified with the changes taking place in the internal and external
business environment.
2. Measurement of actual performance: The next step relates to the
measurement of actual performance. Performance should be measured
in an objective and reliable manner. As far as possible, performance
should be measured in the same units in which standards are set as
this would make their comparison easier. Depending upon the nature of
work various techniques for measurement of performance like personal
observation, sample checking, performance reports, etc. may be used.
3. Comparison of actual performance with standards: This step
involves comparison of actual performance with the standard. Such
comparison will reveal the deviation and noting deviations if any. If the
actual performance is more than planned performance deviations are
said to be positive or vice-versa.
4. Analysing deviations: Once the deviations are identified it is important
to analyse them through:
○ Critical point control: All the deviations may not be significant.
Moreover, it may not be either economical nor easy to monitor
 each and every activity in the organisation. Therefore, every
organisation identifies and states its specific key result areas
(KRAs) or critical points which require tight control are likely to
have a significant effect on the working of the business. Any
deviations on these points are attended to urgently by the
management. Like if the expenditure on refreshment of workers
goes up by 10% it can be ignored but if the production cost goes
up by 5% it may call for managerial action.
○ Management by exception: Management by exception is the
principle of management control which is based on the belief that
if you try to control everything, you may end up controlling
nothing. Therefore, only significant deviations which go beyond
the permissible limits should be brought to the notice of the
management. Like the output defects upto 2% may be considered
acceptable but if goes up by 5% it may call for managerial action.
5. Taking corrective action: This is the final step involved in the
controlling process. When the deviations are within acceptable limits no
corrective action is required. However, when the deviations go beyond
the acceptable range, especially in the important areas, it demands
immediate managerial attention so that deviations do not occur again
and standards are accomplished. Corrective action might involve
training of employees, buying new machinery, increasing supervision
and so on.
Question 3.
Describe briefly the relationship between controlling and planning. (CBSE,
Delhi 2017)
Answer:
The relationship between controlling and planning is described below:
Planning and controlling are inseparable twins of management. Planning
provides the basis for controlling. The desired standards are set in the process
of planning in clear, specific and terms. In the process of controlling the actual
performance is measured and compared with these standards and the
deviations if any are identified and appropriate corrective action is taken.
However, in the absence of any standards it would not be possible to gauge
the actual performance. Thus, planning without controlling is meaningless and
controlling without planning is blind.
Planning is prescriptive where as controlling is evaluative. Planning is an
intellectual activity which is concerned with thinking, articulating and analyzing
various alternative course of actions and prescribing the best possible
alternative in order to achieve the desired goals efficiently and effectively.
Controlling on the other hand is concerned with ensuring that events conform
to plans. Thus, it involves monitoring and measuring the extent to which the
desired goals have been realized.
Planning is looking ahead and controlling is looking back. Planning is futuristic
in nature as it involves chalking out the future curse of action. It bridges the
gap between where we are and where we want to go. Thus, it is deemed to be
a forward looking function of management. Controlling on the other hand
involves postmortem of the past activities to find out deviations from the
standards. Therefore, controlling is said to be a backward looking function of
management. However, on closer introspection we realize that the feedback
provided through the process of planning in terms of revising the standards
helps to improve future performances. Hence, like planning controlling is also
forward looking function.
Planning precedes controlling and controlling succeeds planning. Thus,
planning and controlling are interrelated and reinforce each other because:
● Planning is based on facts and makes controlling process easier and
adds to the effectiveness.
● Controlling also adds to the effectiveness of planning process by
providing valuable feedback based on past experiences.
Question 4.
State any five points that highlight the importance of ‘controlling’ function of
management.
(CBSE, Delhi 2017)
Answer:
The importance of controlling function of management is described below:
1. Accomplishing organisational goals: The controlling function
facilitates constant monitoring of the actual performance in comparison
to the predetermined standards and brings to light the deviations, if any,
and indicates corrective action. All these activities ensure that
organisational goals are realised efficiently and effectively.
2. Judging accuracy of standards: A good control system enables
management to verify whether the standards set are accurate and
objective. Moreover, helps to review and revise the standards in light of
changes taking place in the organisation or business environment in
general.
3. Making efficient use of resources: By implementing a good control
system a manager seeks to reduce wastage and spoilage of resources.
This is because each activity is performed in accordance with
predetermined standards and norms rather than hit and trial method.
 4. Improving employee motivation: An effective control system seeks to
provide motivation to the employees as they are made aware well in
advance what they are expected to do and what are the standards of
performance on the basis of which they will be appraised. This
approach helps them to give better performance.
5. Ensuring order and discipline: A constant check on the behaviour
and work of the employees leads to creation of an atmosphere of order
and discipline in the organisation.
Question 5.
How does controlling help in “Judging accuracy of standards” and
“Ensuring order and discipline”? (CBSE, Sample Paper, 2017)
Answer:
Controlling helps in “Judging accuracy of standards” and “Ensuring order and
discipline” as explained below:
● Judging accuracy of standards: An efficient control system enables
management to determine weather the standards set are accurate and
objective. This is because it helps to helps to review and revise the
standards in light the changes taking place in the organisation and in
the environment.
● Ensuring order and discipline: Controlling helps to minimise
dishonest behaviour on the part of the employees by keeping a close
check on their activities. Thus, it creates an atmosphere of order and
discipline in the organisation.
Question 6.
‘If anything goes wrong with the performance of key activities, the entire
organisation suffers. Therefore, the organisation should focus on them.’
Explain the statement with a suitable example.
(CBSE, Sample Paper 2015-16)
Answer:
The given statement refers to the importance of ‘Critical Point Control’ in order
to ensure effective performance of key activities in an organisation.
Critical Point Control: It may not be either economical nor easy to monitor
each and every activity in the organisation. Therefore, every organisation
identifies and states its specific Key Result Areas (KRAs) or critical points
which require tight control and are likely to have a significant effect on the
working of the business. Any deviations on these points are attended to
urgently by the management. For example, if in an organisation, the
expenditure on stationery goes up by 10%, it can be ignored but if the
production cost goes up by 5%, it may call for managerial action.
Question 7.
Mr. Nath, a recently appointed production manager of Suntech Ltd., has
decided to produce jute bags instead of plastic bags as these are banned by
the government. He set a target of producing 1000 jute bags a day. It was
reported that the employees were not able to achieve the target. After
analysis, he found that employees were demotivated and not putting in their
best for achieving the target. Mr. Nath’s behaviour is good towards the
employees. His attitude is always positive. So, he announced various
incentive schemes for the employees like:
1. Installing awards or certificates for best performance
2. Rewarding an employee for giving valuable suggestions
3. Congratulating the employees for good performance
○ Identify the functions of management highlighted in the above
paragraph.
○ State the incentive under which the employee are motivated.
○ State any two values which the production manager wants to
communicate to society by his work and behaviour.
(CBSE, Sample Paper 2015)
Answer:
1. The functions of management highlighted in the above paragraph are
Controlling and Directing.
2. The employees are motivated under Employee recognition programmes
which is a non-financial incentive. Employee recognition programmes
helps to fulfill the need of due consideration and appreciation of the
people working in an organisation. It boosts their self-esteem and
motivates them to work with greater zeal and enthusiasm.
3. The two values that the manager wants to communicate to the society
through his work and behaviour are:
○ Respect for employees
○ Concern for environment
Question 8.
A company was manufacturing LED bulbs which were in great demand. It was
found that the target of producing 300 bulbs a day was not met by the
employees. On analysis, it was found that the workers were not at fault. Due
to electricity failure and shortage of workers, the company was not able to
achieve the set targets and alternative arrangements were needed.
To meet the increased demand, the company assessed that approximately 88
additional workers were required out of which 8 would work as heads of
different departments and 10 would work as subordinates under each head.
The required qualifications and job specifications were also enlisted. It was
also decided that necessary relaxations should be given to encourage women,
people from backward and rural areas and people with special abilities to
assume responsible positions in the organisations. All efforts were made to
match the ability of the applicants with the nature of work.
1. Identify the functions of management discussed above.
2. State the two steps in the process of each function discussed in the
above paragraph.
3. List any two values which the company wants to communicate to the
society.
(CBSE, Delhi 2015)
Answer:
1. The functions of management discussed above are Staffing and
Controlling.
2. The two steps involved in staffing function are as follows:
○ Estimating manpower requirements: The manpower requirements
of an organisation are estimated through workload analysis and
workforce analysis. The workload analysis helps to determine the
number and type of human resource required in the organisation
to meet its present and future needs. Whereas workforce analysis
seeks to determine the number and type of human resource
available within the organisation.
○ Recruitment: The process of recruitment involves searching for
the prospective candidates and stimulating them to apply for jobs
in the organisation. There are two sources of recruitment namely,
internal and external.
The two steps involved in controlling function are as follows:
○ Comparing actual performance with standards to identify
deviations if any.
“It was found that the target of producing 300 bulbs a day was not
met by the employees.”
○ Analysing deviations through critical point control and
management by exception approach to identify the causes for
their occurrence.
“On analysis, it was found that the workers were not at fault. Due
to electricity failure and shortage of workers, the company was
not able to achieve the set targets and alternative arrangements
were needed.”
○ Taking corrective action, if required “To meet the increased
demand, the company assessed that approximately … as
subordinate under each head.”
 3. The two values that the company wants to communicate to the society
are:
○ Women empowerment
○ Kindness.
Question 9.
‘AS Ltd.’ is a large company engaged in assembling of air-conditioners.
Recently the company had conducted the ‘Time’ and ‘Motion’ study and
concluded that on an average, a worker can assemble ten air-conditioners in a
day. The target volume of the company in a day is assembling of 1,000 units
of air-conditioners. The company is providing attractive allowances to reduce
labour turnover and absenteeism. All the workers are happy. Even then the
assembling of air-conditioners per day is 800 units only. To find out the
reason, the company compared actual performance of each worker and
observed through CCTV that some of the workers were busy in gossiping.
1. Identify the function of management discussed above.
2. State the steps in the process of the function identified which are
discussed in the above paragraph. (CBSE, 2015)
Answer:
1. The function of management discussed above is Controlling.
2. The steps involved in the process of controlling which are discussed in
the above paragraph are:
○ Setting standards of performance: “concluded that on an
average, a worker can assemble ten air-conditioners in a day.”
“The target volume of the company in a day is assembling of
1,000 units of air-conditioners.”
○ Measurement of actual performance: ” Even then the
assembling of air-conditioners per day is 800 units only.”
○ Comparison of actual performance with the standards: The
company compared actual performance of the workers with the
planned performance and noted deviation of 200 units.
○ Analysing deviations: “To find out the reason, the company
compared the actual performance of each worker and observed
through CCTV that some of the workers were busy in gossiping.”
Question 10.
PQR Ltd. is engaged in manufacturing machine components. The target
production is 200 units per day. The company had been successfully attaining
this target until two months ago. Over the last two months, it has been
observed that daily production varies between 150-170 units.
1. Identify the management function to rectify the above situation.
 2. Briefly state the procedure to be followed so that the actual production
may come up to the target production. (CBSE, Delhi 2010)
Answer:
1. The controlling function of management is needed to rectify the above
situation.
2. The procedure to be followed so that the actual production may come
up with the target production is as follows:
○ Providing training to workers if the workers are not well versed
with the production process.
○ Improving the work environment if it is not conducive to efficient
working.
○ Ensuring timely availability of the raw materials and other
equipments if they are not made available on time.
○ Replacing the machinery if it is defective or has become obsolete.
Question 11.
Rajeev and Sanjeev are managers in the same organisation heading different
units. While discussing about the functions of management, Rajeev says that
‘Planning is looking ahead whereas controlling is looking back.’ But Sanjeev
says, ‘You are wrong because planning is looking back whereas controlling is
looking ahead.’ Both are giving reasons in favour of their statements. Explain
the possible reasons given by both and justify who is correct. (CBSE, 2009)
Answer:
Both Rajeev and Sanjeev are correct in their statements as explained below:
● Planning is considered as a forward looking function by Rajeev as plans
are made for future.
● Planning may be considered as a backward looking function by Sanjeev
because the quality of planning can be improved with the help of
valuable information provided by controlling in terms of results
achieved.
● Controlling is considered as a backward looking function by Rajeev as it
is like the post mortem of the past activities to ascertain the deviations if
any.
● Controlling is considered as a forward looking function by Sanjeev as it
helps to improve the future performance by providing guidance for
taking corrective action so that deviations do not reoccur in future.
Question 12.
Kapil & Co. is a large manufacturing unit. Recently the company had
conducted time and motion studies and concluded that on an average, a
worker could produce 300 units per day. However, it has been noticed that the
average daily production per worker is in the range of 200-225 units.
 1. Name the function of management and identify the steps in the process
of this function which helped in finding out that the actual production of
a worker is less than the set target.
2. To complete the process of the function identified in (1) and to ensure
the performance as per time and motion studies, explain what further
steps a manager has to take? (CBSE, 2010)
Answer:
1. Controlling is the function of management which helped in finding out
that the actual performance of a worker is less than the set target.
The steps involved in the controlling function of management which
helped in finding out that the actual performance of a worker is less than
the set target are outlined below:
○ Setting performance standards in clear, specific and measurable
terms.
“Recently the company had conducted time and motion studies
and concluded that on an average, a worker could produce 300
units per day.”
○ Measurement of actual performance as far as possible in the
same units in which standards are set.
“It has been noticed that the average daily production per worker
is in the range of 200-225 units”.
○ Comparing actual performance with standards to identify
deviations if any.
In the given case there is a deviation in output in the range of 25-
50 units per worker.
2. In order to complete the process of controlling and to ensure the
performance as per time and motion studies the manager has to further
take the following two steps:
○ Analyzing deviations through critical point control and
management by exception approach: In the given situation,
there is a deviation in output in the range of 25-50 units per
worker. The manager should analyse the reasons for the same.
The possible reasons for the same are:
■ The workers are not well versed with the production
process.
■ The working environment is not conducive to efficient
working.
■ The raw materials and other equipment are not available
on time.
○ Taking corrective action: The deviations require immediate
management attention so that they do not reoccur in future.
Therefore, the manager should take appropriate corrective action
after analyzing the situation like providing training to workers,
improving the work environment, and ensuring timely availability
of the raw materials and other equipment.