Functions of management

The controlling process begins with establishing or using performance standards and measuring actual performance against them. A comparison reveals the size and direction of the deviation; only after that can the manager investigate causes and choose corrective action. Therefore option A is the first logical step among the choices. Immediate dismissal is an unsupported and excessive response, creating a department does not diagnose the delay, and forgetting objectives abandons the basis for evaluation. The question says that reasons are unclear, so the manager must first identify the difference between expected and actual performance before deciding why it occurred.

Directing is the managerial function that guides, leads, motivates and supervises employees during execution. A leader who connects work with a meaningful purpose and builds trust is influencing people constructively, so employees are more likely to understand the goal, accept responsibility and cooperate voluntarily. That is a strong example of effective directing, making option A correct. Planning may define the purpose but does not itself inspire people; organising arranges tasks and authority; controlling checks performance against standards. The case focuses on the way people are led and motivated, not on structure, target-setting or performance comparison.

A repeated deviation indicates that an earlier corrective action has not removed the underlying cause, or that the standard, method, resources or responsibility may need review. Effective controlling is not merely recording an unfavourable result; it involves analysing the deviation, locating its root cause and taking corrective action that prevents recurrence. Therefore option A is correct. Repeatedly closing reports leaves the problem untouched, stopping standards destroys the basis for comparison, and abandoning planning ignores the close relationship between planning and controlling. A permanent correction may involve changing procedures, training, resources or accountability after proper diagnosis.

Unclear instructions show weakness of directing. In hard questions link guidance communication and motivation with directing.

Both are true because planning is a decision making process. Merely stating objectives is not enough planning.

The direct answer is B, Staffing. Organising creates the posts and defines their duties, authority and relationships. Staffing then obtains suitable employees through recruitment, selection, placement and development. In this case the posts were correctly created, so organising has done its part. The failure occurred when unsuitable candidates were selected; therefore staffing is the function most affected. Option A, organising, is wrong because the question says the posts were created correctly. Option B is correct because selecting an unsuitable person is a staffing problem. Option C, controlling, may later detect poor performance, but it is not the primary function responsible for choosing the wrong candidate. Option D, planning, sets objectives and future courses of action; it does not directly select employees. The memory line is: right post but wrong person means an error in staffing, while wrong post or unclear authority points to organising.

Efforts of two departments are not matching so coordination is weak. Coordination links departmental activities with one objective.

Both are true because organisational structure clarifies reporting relationships. This reduces confusion in work.

Setting course objective is planning and estimating teacher requirement is linked with staffing. Read human resource clues carefully.

Planning and controlling give base and feedback to each other. This circular relation is important in exams.

Both are true because vacant positions keep structure inactive. The structure works when suitable people are placed.

The correct answer is training. Staffing includes recruitment, selection, placement and training of employees. Teaching a selected employee the work method, required skills and organisational procedures is training. Corrective action belongs to controlling, not staffing. Exam tip: Remember that selection chooses the employee, whereas training prepares the employee to perform the job.

Not sharing information weakens both communication in directing and coordination. Communication is needed to connect efforts.

The direct answer is A. Directing means guiding, instructing, supervising, motivating and leading employees while work is being carried out. Controlling means measuring actual performance, comparing it with standards and taking corrective action when needed. Option A correctly separates these functions: directing guides people during work, while controlling checks results against expectations. Option B is wrong because creating posts belongs to organising and recruiting belongs to staffing. Option C is wrong because preparing a budget is generally part of planning, while selecting candidates is staffing, not controlling. Option D is wrong because directing and controlling do not only make future plans; planning is the function concerned with future objectives and actions. The reasoning cue is based on timing and activity: guidance to people during performance suggests directing; measurement and comparison of results suggest controlling. Both functions are important, but they answer different management needs.

The assertion is false because coordination is needed at every stage. The reason is true because all functions must be linked with one objective.

In controlling, actual performance is compared with predetermined standards or objectives. If objectives are vague, the expected performance cannot be identified clearly; therefore, proper comparison of actual results and identification of deviations become difficult. Option B is close, but analysing the causes of deviations is a later step, after comparison. Exam tip: For effective control, objectives should be clear, specific and, wherever possible, measurable.

Duplication of work shows weak division of work and weak coordination. Arrangement is necessary even when the plan is correct.

Recruitment selection placement and training are key clues of staffing. Do not mix them with directing or organising.

Controlling does not mean frightening employees. It is a managerial process of measuring actual performance against standards, identifying the reasons for deviations, and taking corrective action where needed. Therefore, option D is the misunderstanding of controlling. Exam tip: Remember the sequence—standards, measurement, comparison, and corrective action.

Both are true because clear goals and messages are needed for motivation. Communication makes directing effective.

Organising converts planned work into a workable structure. Its activities include identifying tasks, creating positions, grouping related activities, assigning duties, delegating authority and establishing reporting relationships. These arrangements show who is responsible for each activity and how information and accountability will move through the organisation.

Option A is correct because creating posts, delegating authority and fixing reporting relationships are central steps of organising. Planning may decide the objectives and broad course of action, but it does not establish the complete authority structure. Staffing focuses on obtaining, selecting and developing people, while controlling compares actual results with standards. The described actions therefore identify organising in a detailed and direct way.

Direct answer: Option B. Controlling should judge overall performance against relevant standards, not look at only one favourable figure. First compare actual production with the production target. It is above target, which is positive. Next compare actual cost with the cost standard. If cost has risen too much, there is an adverse cost deviation. The manager must investigate why and take corrective action, while considering both output and efficiency. Option A is wrong because high quantity alone may hide waste or excessive cost. Option B is correct because both quantity and cost affect performance. Option C is wrong because control does not mean stopping planning; planning and controlling are interdependent. Option D is wrong because removing staffing is an unrelated and unjustified response; the cause of high cost must first be analysed. The reasoning is: more output is not automatically better if it consumes disproportionate resources. Exam cue: evaluate quantity, quality, time and cost together where relevant.

Objectives relate to planning and responsibilities relate to organising. Lack of guidance is weakness of directing.

Both are true because staffing connects the right person with the right post. Placement is an important step in it.

The direct answer is A, Planning. Repeated control reports are useful feedback. If they repeatedly show that the plan was unrealistic, the organisation should examine its objectives, assumptions, forecasts, resources and alternative actions, then improve future planning. The chain is: a plan sets expectations; work is performed; control compares results with expectations; repeated deviation suggests the plan itself may be unsuitable; planning is revised. Option A is correct because an unrealistic plan is a planning weakness. Option B, only directing, may help employees follow a plan, but it cannot by itself make an impossible target realistic. Option C, only placement, concerns putting employees into jobs and is not the central problem described. Option D, only recruitment, concerns obtaining employees; hiring more people does not automatically repair an unrealistic objective. The useful lesson is that control is both corrective and informative: it corrects present deviations and supplies feedback for better future plans.