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Subjects

Business Studies

Planning process

This Class 12 Business Studies topic explains how organisations turn goals into practical courses of action through a systematic planning process. Students learn to set clear objectives, develop planning premises, identify alternative courses of action, evaluate those alternatives, select the most suitable plan, implement it, and follow up to assess results. The topic also shows how planning supports coordination, reduces uncertainty, improves decision-making, and guides the effective use of organisational resources.

Expert · Level 2 · 25 questions

Practice questions

01If the objective is clear but has no deadline, what difficulty will occur in follow-up?

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02If a manager first asks what exactly we have to achieve, which step is being focused on?

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03If a planning team asks what will happen if these assumptions go wrong, which skill does it strengthen?

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04If ideas are taken from employees, customers and suppliers while searching alternatives, what will be the effect on the planning process?

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05If the selected option is profitable but against the organisation's policy, which step should stop it?

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06If a company implemented a plan but did not train employees, which implementation component is missing?

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07If deviation appears in follow-up but no corrective action is taken, why is follow-up incomplete?

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08A company first understood customer needs and then set the objective. What does this improve in the planning process?

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09If planning premises are too optimistic, what danger may occur?

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10If cash flow effect is not checked while evaluating alternatives, which practical factor is missed?

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11If a manager balances short-term profit and long-term reputation while selecting, which quality is shown?

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12If departments receive different instructions during implementation, which need of the planning process is weak?

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13If progress of a plan is checked only at the end of the year, which risk increases?

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14If a company achieves the target but customer satisfaction falls, what learning will come in follow-up?

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15If both objectives and premises are clear in the planning process, what will be the effect on quality of alternatives?

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16If an alternative is legal but can bring social backlash, what should be included in evaluation?

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17If authority is given for implementing the selected plan but resources are not provided, what will happen?

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18If the same deviation appears repeatedly in follow-up reports, what should the manager do?

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19If objectives are written but not converted into department-wise targets, which stage will be affected?

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20If an alternative is chosen in planning but its opportunity cost is not checked, which analysis is incomplete?

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21If competitor, customer and cost premises differ across departments while planning, what risk exists?

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22If a manager says that we selected the best plan so review is not needed, what is the misunderstanding?

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23If a plan has clear objective and strong premises but weak alternatives, what will be the effect on the best decision?

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24Which is the expert conclusion on the planning process?

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25If follow-up shows that the plan is successful but the premises have now changed, what should the manager do?

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