Planning process

Evaluation considers many aspects. In exams, treat one-sided decision as incomplete evaluation.

Without budget approval, the action stage can stop. In exams, connect resources and approval with implementation.

Follow-up gives learning and not only mistakes. In exams, connect review with learning process.

The standard order starts with objectives and ends with follow-up. In exams, remember the complete sequence.

The governing concept is evaluation of alternatives in the planning process. After alternatives are identified, the manager must compare them against clearly defined criteria such as cost, expected benefit, risk, feasibility, time and consistency with the objective. If no criterion is fixed, there is no common standard for comparison. The manager may then choose an option because of personal preference, incomplete information or pressure rather than because it best achieves the objective. Therefore, option A is correct: selection may become arbitrary. Option B is wrong because an objective does not achieve itself; option C confuses evaluation with implementation; and option D is unrelated because premises remain necessary for planning.

The governing concept is objective-based evaluation. An objective states the result that the organisation wants to achieve, while evaluation determines which alternative is most suitable for achieving that result. Thus, the criteria used to compare alternatives must be derived from the objective. For example, if the objective is to reduce delivery time without exceeding a budget, speed and cost become relevant evaluation criteria. Option A correctly expresses this connection. Option B is false because objectives are normally set before later review; option C gives an unnecessarily narrow meaning to evaluation; and option D denies the central link between planning objectives and choice of alternatives.