Corrective action

The governing concept is corrective action within controlling. Controlling is a complete process: establishing standards, measuring actual performance, comparing actual results with standards, locating deviations, and correcting the causes of unsatisfactory performance. Therefore, when a deficiency is discovered and management changes methods, reallocates resources, retrains employees, or revises procedures, it is performing the corrective stage of control. Planning may be revised later, organising may arrange duties, and staffing may provide people, but none directly describes correction after a performance comparison. Hence option C is correct.

This situation illustrates controlling, particularly the stages of comparing actual performance with a standard and taking corrective action. The set accident limit is the standard; the recorded number of accidents is actual performance. If accidents exceed that limit, the manager identifies an adverse deviation and responds through corrective training, revised safety procedures or closer supervision. Planning would establish the safety objective in advance, organising would assign responsibilities and resources, and staffing would recruit or develop employees as a broader personnel function. Training alone can sometimes belong to staffing, but here it is explicitly a response to a measured deviation. Consequently, option A is the best and most complete answer.