Programme

A complete plan of many related activities is called a programme. In exams, identify a plan with many activities as a programme.

A method tells the way of doing a task, while a programme links many tasks. In exams, treat broad plans as programmes.

A schedule reduces delay and clarifies the order of work. In exams, connect schedule with programme control.

If responsibility is not fixed, work may remain incomplete or delayed. In exams, connect programme with accountability.

A programme is a broad plan and a budget may provide its financial plan. In exams, understand budget as a part of programme.

A combined plan of several activities to increase sales is a programme. In exams, treat coordinated promotional activities as a programme.

Policy gives direction while programme converts that direction into activities. In exams, separate guidance and implementation.

In a multi-stage programme, progress checking catches delay early. In exams, consider monitoring as part of programme control.

Required resources should be fixed in advance for a programme. In exams, connect resource planning with programme implementation.

No entry without identity card is a clear prohibitive rule. In exams, do not treat one order as a programme.

Without a deadline, measuring the pace of work becomes difficult. In exams, connect deadline with programme control.

Complaint resolution includes many activities and responsibilities. In exams, call such a complete arrangement a programme.

A programme links different departmental tasks in one direction. In exams, consider programme as a tool of coordination.

Measurable targets make comparison of planned and actual results easy. In exams, connect measurable targets with evaluation.

Involvement of relevant departments makes a programme practical. In exams, remember stakeholder involvement in programme planning.

A large programme may consist of smaller projects or activities. In exams, understand programme as a broader umbrella.

A task list alone is not enough, resources and time are also necessary. In exams, check complete planning for programme implementation.

When expenditure rises, causes and approval are necessary. In exams, connect programme budget overrun with review.

Training on a new machine involves both people and operations. In exams, identify cross-functional programmes.

The direct answer is B: the sequence of steps to start a machine is a procedure. A procedure is a prescribed, orderly method for performing one particular task. It tells us what to do first, next, and later, so that the work is done correctly and consistently. A programme is broader: it combines several related activities, their order, timing, resources, and sometimes the people responsible, to achieve an objective. Here, option B specifically uses a sequence of operating steps. Option A, the complete plan of an employee welfare fair, is a programme because a fair involves several connected activities such as planning, arranging facilities, inviting employees, and conducting events. Option C, activities for promoting a new product, is also a group of related promotional actions rather than one fixed operating method. Option D, arrangement of an annual training camp, includes many activities such as selecting participants, arranging trainers, scheduling sessions, and providing materials, so it is a programme. Therefore, B is correct because it describes the exact order for carrying out one task. Memory cue: “procedure = steps in sequence”; “programme = connected activities for a larger objective.” A common mistake is to call every plan a procedure, but a procedure must show an orderly method.

Activities should be linked with the objective. In exams, focus on programme-objective alignment.

In a large programme, phases make monitoring and control easier. In exams, connect phased programmes with large tasks.

Progress reports show delays and deviations early. In exams, treat progress report as a control tool.

Reducing complaint resolution time is customer service improvement. In exams, connect measurable service results with programme outcomes.

The direct answer is A, implementation may face interruptions. Resources include money, people, materials, equipment, information and time. Before preparing a programme, the planner should estimate what each activity needs and arrange it in advance. If this is not done, a task may stop because a worker, material, fund or tool is unavailable. Option A is correct because resource uncertainty can interrupt or delay implementation. Option B is wrong: objectives do not get achieved automatically without resources and effort. Option C is wrong: failing to plan resources does not guarantee clear responsibility. Option D is wrong because the budget may be high, low or unchanged; its amount cannot be predicted from this fact alone. Remember: a good programme needs objective, activities, responsibility, time and resources.