Planning process

Turning the selected plan into work is implementation. In exams, connect team formation with implementation.

Objectives and future assumptions are clear before alternatives. In exams, focus on process order.

Arranging resources and starting work is implementation. In exams, take resource arrangement as an implementation clue.

Corrective action comes under follow-up. In exams, connect performance gap with review and correction.

A general statement such as “doing good work” is vague and cannot serve as a precise planning target. It does not tell employees what result is expected, how much must be achieved, or by when performance should be judged. Consequently, managers will find it difficult to measure progress, compare alternatives, allocate resources, and provide a clear direction. Option A is the opposite of the truth because vague objectives make follow-up harder. Options C and D do not follow from an unclear objective. A useful objective should be specific, measurable, and time-bound wherever possible.

Future interest rates, wage rates, and tax policy are external conditions that may affect the success of a plan. During the development of planning premises, managers make informed assumptions about such economic, legal, social, and market factors. These premises provide the background against which alternatives are prepared and evaluated. Final selection occurs after the alternatives have been assessed, implementation comes later, and follow-up reviews results after action. Therefore, option C is correct because developing premises means anticipating relevant future conditions before detailed planning decisions are taken.

Sometimes the best alternative can be a mix of options. In exams, understand selection as a flexible decision.

Fixing programme and responsibility is preparation for implementation. In exams, connect deadline and responsibility with action stage.

In planning, alternative courses of action are first evaluated on criteria such as cost, benefits, risk and feasibility. The most suitable alternative is selected afterwards. Hence, option B is correct. Option A reverses the sequence, because evaluation is needed before making a selection. Exam tip: Remember that evaluation of alternatives is immediately followed by selection of the alternative.

Regularly reviewing the implementation and progress of a selected plan, and making corrections where needed, is follow-up action. Therefore, checking progress every month is follow-up action. Identifying alternatives occurs before selecting a plan, whereas planning premises are assumptions about future conditions. Exam tip: If the question refers to review, monitoring, or corrective action after implementation, choose follow-up action.

A measurable target helps in performance checking. In exams, treat numerical target as measurable objective.

Market study improves future assumptions and alternatives. In exams, connect research with premises.

A clear plan gives direction to implementers. In exams, connect written plan with implementation support.

Few alternatives can reduce decision quality. In exams, give importance to broad search of alternatives.

A low-cost alternative is not automatically the best choice. At the evaluation stage, its risk, expected benefits, feasibility, available resources and ability to meet objectives must be considered along with cost. A very high risk may outweigh the benefit of low cost. Option A is incorrect because a decision cannot be based on cost alone. Exam tip: In the evaluation of alternatives, compare both cost and risk.

The direct answer is A, because employees can understand the plan and work correctly. A selected plan can succeed only when the people responsible for carrying it out know what it means, what their duties are, what target is expected, and when the work must be completed. The reasoning is: first, management selects a plan; second, the plan and responsibilities are communicated; third, employees coordinate their actions and use resources according to the plan; this makes implementation more effective. Option A is correct because communication converts a written decision into coordinated action. Option B is wrong: employees can and should know the objectives, duties, and standards; hiding them would create confusion. Option C is wrong because information normally supports implementation; it does not stop a plan. Only unclear or excessive communication could create delay, but that is not the principle tested here. Option D is wrong because follow-up is not made impossible by communication; clear information actually helps managers check whether work is progressing as planned. Memory cue: before execution, explain who will do what, how, and by when.

Correction of budget deviation is part of follow-up. In exams, write corrective action when variance appears.

The alternative matching objectives and resources is selected. In exams, connect the word match with selection.

Searching alternatives after objectives is necessary. In exams, treat alternatives as an essential step of planning process.

Wage rate estimation strengthens premises. In exams, write wage forecast as a planning assumption.

Without progress measurement, follow-up will not be effective. In exams, connect measurable indicators with follow-up.

Objectives specify the desired results of planning—what the organisation wants to achieve. Premises are assumptions about future conditions, such as market demand or government policy, on which plans are based. Thus, objectives provide direction and premises provide the expected conditions for planning. Option B is incorrect because premises are set before or while plans are developed, not after objectives are achieved. Exam tip: remember objectives as ‘what to achieve’ and premises as ‘under what expected conditions’.

Feasibility is checked during evaluation. In exams, write practical suitability as an evaluation criterion.

Clarity of who-when-how helps implementation. In exams, connect action details with implementation.

The governing concept is continuous follow-up in the planning process. A plan should be reviewed periodically while it is being implemented so that deviations from objectives, schedules, quality standards, or expenditure limits can be detected early. If managers wait until the final stage, an unsuitable method, excessive spending, or poor performance may continue for too long. Corrective action may then become costly, difficult, or ineffective. Therefore, option A is correct because delayed checking can remove the opportunity for timely correction. Option B describes a normal planning sequence, while C and D do not automatically follow from postponing review.