Programme

A programme needs a logical order of activities. In exams if an earlier task is done later identify sequence weakness.

Control becomes weak when responsible persons are not fixed. In exams if who will do it is missing write lack of accountability.

If a dependent activity is incomplete revising the programme is suitable. In exams an incomplete prior stage points to timetable revision.

A programme is a detailed plan of activities and resources. In exams if cost appears with tasks and responsibility choose programme.

Evaluation shows the effectiveness of a programme. In exams if final checking is removed write difficulty in measuring success.

A common objective connects departments in one direction. In exams absence of common goal indicates weak coordination.

Procedure gives steps and budget gives cost limit. In exams both together can be parts of a programme.

Milestones are key stages or checkpoints in a programme. They enable managers to compare actual progress with the plan at defined points and take corrective action if delays or deviations occur. Converting a programme into a rule is incorrect because a programme is a plan for a specific task, whereas rules are general statements that guide behaviour. Exam tip: associate milestones with progress monitoring and control.

Contingency planning is needed in external dependence. In exams supplier risk points to an alternative arrangement.

A programme converts an objective into executable steps. In exams how when and who identifies a programme.

The direct answer is Option A: resource-activity mismatch. A programme must match the amount of work with available money, people, materials, equipment and time. Here, resources are fewer but activities are numerous. Step by step, the manager has to assign resources to each activity; if the total requirement is greater than what is available, some work will be delayed, quality may fall, employees may be overburdened and planned results may not be achieved. This is an imbalance between resources and activities. Option A is correct. Option B, policy guidance, refers to broad direction and does not identify the shortage-work mismatch. Option C, rule compliance, concerns following rules, not whether resources are sufficient. Option D, objective clarity, concerns how clearly goals are stated; clear goals cannot remove a shortage of means. Memory cue: too many tasks with too few means equals mismatch.

The direct answer is Option B: review the related activities of the programme. Poor customer feedback is evidence that some part of the programme may not be meeting customer needs. The manager should not react blindly. First, the feedback should be collected and understood; next, the related activity, process, quality or communication should be reviewed; then suitable corrective action should be taken and results checked again. Option B is correct because review connects feedback with improvement. Option A is wrong because ignoring feedback allows the problem to continue and may damage trust and sales. Option C is wrong because ending all rules is an extreme and unrelated response; rules can provide useful control. Option D is wrong because keeping the objective secret does not solve poor service or product quality. Exam cue: negative feedback is a signal to review, diagnose and improve, not to ignore.

The direct answer is A, when one team is overloaded and another team is free. Role redistribution means shifting some duties so that work is shared more suitably. First, the manager observes workload and progress. If one team has too many tasks while another has available capacity and suitable skills, selected duties can be reassigned. This may reduce delay and improve use of people. Option A is correct because it describes a real workload imbalance requiring adjustment. Option B is wrong: a clear objective is helpful but does not itself require redistribution. Option C is wrong: timely resources generally support the existing allocation. Option D is wrong: after completion, redistribution cannot improve that completed programme. Remember: unequal workload is a signal to review roles, skills and capacity.

Publicity before content preparation can weaken the programme. In exams publicity without prior preparation is a sequence defect.

Communication clarifies roles and deadlines. In exams link flow of information with successful programme.

A success indicator is a measurable sign used to judge whether an activity has produced the intended result. It may be a quantity, percentage, deadline, quality level, or other agreed standard. When such an indicator is not fixed, managers lack a clear basis for comparing actual performance with the expected result. They may know that an activity occurred, but they cannot reliably decide how successful it was or whether improvement is needed.

Option A is correct because performance evaluation depends on criteria or indicators. Office decoration, name selection, and logo use are unrelated to measuring whether programme activities achieved their objectives. A programme can still continue without indicators, but its control and review will be weaker because results are difficult to assess objectively. Therefore the missing element weakens performance evaluation. The supplied answer A is accurate and directly follows from the meaning of a success indicator.

The direct answer is A: the policy should guide programme decisions. A policy is a general statement or guideline that provides boundaries and direction for managerial decisions. It does not normally list every detailed action. A programme, on the other hand, converts an objective into connected activities and action steps. When policy is used correctly in a programme, it helps managers decide how activities should be carried out while keeping decisions consistent with organisational values and rules. Option A is correct because guiding decisions is the proper function of a policy. Option B, stopping all activities, is wrong: a policy should support orderly action, not paralyse the programme. Option C, removing the objective, is also wrong because policy should help the organisation move toward its objectives, not erase them. Option D, hiding resources, has no legitimate planning purpose; resources should be identified and allocated transparently. The important distinction is: policy gives broad guidance, while a programme specifies related actions, timing, and resources. A policy is therefore a guiding plan, but it is not a substitute for the programme itself. Memory cue: “policy shows the permitted direction; programme shows the planned action.”

Adding unplanned extra work is scope expansion. In exams sudden addition of new tasks indicates a control problem.

Unrealistic deadlines increase haste and stress. In exams connect difficult deadline with quality and morale.

Programme connects actions while rule gives a statement to follow. In exams remember activity versus command.

Understanding dependence of activities is essential for a programme. In exams if one task depends on another check the sequence carefully.

Activities must be connected with the objective. In exams if objective and actions do not match write mismatch.

A procedure specifies the ordered steps for performing a task. If the purchase process is not fixed, it is unclear who will purchase, in what sequence, and how approvals will be obtained; therefore, the procedure is weak. A budget only states the amount of money and its allocation, so approved cost does not itself define the purchase process. Exam tip: Words such as ‘how’ and ‘in what sequence’ usually point to a procedure.

Pilot testing can catch major mistakes early. In exams pilot test is suitable for a large risky programme.

Reporting makes control and correction easier. In exams stagewise reporting links with monitoring.