Plot No.-8 Sector-23, Rohini, Delhi-110085.

Session : 2023-2024

Exam : HALF YEARLY EXMINATION - MARKING SCHEME

Class:

Subject:

Name of the Subject Teacher/s :

MARK DISTRIBUTION (Kindly Change the fields as per requirement)

VS SA (3 LA1 Essay Type TOTAL Weighta

SECTION
(1mark) marks) (4 marks) (6 marks) MARKS ge%

1,3,5,7,11,
Remembering and 15,16,17, 22,24 25,27,29 31,33,34 44 55
Understanding 20

2,4,6,8,10,
Applying 21,23 28 18 23
18,19

Analysing, Evaluating 11,12,13,

26,30 32 18 22
and Creating 14

TOTAL QUESTIONS 20 4 6 4 100 100%

UNIT WISE BREAKUP (Kindly Change the fields as per requirement)

1mark 3 marks 4 marks 6 marks TOT

Unit
questions questions question question MAR

1. Nature and 1 24 27
Significance of
4
Management

Page 1 of 12
 17

2. Principles of 5
Management
8

9 22 33

15

16

3. Business 3
Environment
6
23 30
7

11

4. Planning 12

14 26 32

19

5. Organising 2

10

13 21 29 34

18

20

6. Financial
31
Management

7. Consumer 25
Protection
28

ANSWER KEY

Ans No Correct Answer Marks

Awarded

1. c. A dynamic function 1

2. b. Facilitation of growth 1

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3. b. Technological conditions 1

4. c. They are responsible for the welfare and survival of the organisation. 1

5. a. Scalar chain 1

6. b. Social, and economic dimension 1

7. a. 2023 1

8. Option c - Fayol’s principles are applicable in specialized situations whereas 1

Taylor’s principles have universal application.

9. b. The principles are general guidelines 1

10 B. Functional 1

11 a. Legal Environment 1

12 c. Rule 1

13 c. Decentralisation 1

14 1
Option c - Both (A) and (R) are correct, and (R) is the correct explanation of (A)

15 1
Option b - Route clerk, disciplinarian

16 Option d - Centralisation & Decentralisation 1

17 Option c - Management 1

18 1
Option c - It increases the role of superior

19 1
Option a - Planning precedes other functions

20 Option a - Functional structure 1

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21 Divisional Structure – 0.5

Since the organisation will have diversified products. 0.5

Basis Functional Divisional

Formation It is formed on the basis It is formed on the basis
1
of functions of product line, territory
or region.
Specialisation Functional specialisation Product specialisation
1
Managerial Does not help Helps
Development (any two)

Cost Economical Costlier

Responsibility Difficult to fix Easier to fix
responsibility responsibility
22 Development of each worker to his maximum 1*3 = 3

Science, not rule of thumb

Differential Piece wage system

Harmony, not discord

Method study

(any three with explanation)

23 (a) Technological Environment: It includes forms relating to scientific 1

improvements and innovations which provide new ways of producing
goods and services and new methods and techniques of operating a
business.  1
(b) (i) Specific and general forces. 
(ii) Dynamic nature (explained as statement) 

0.5

0.5

24 Mr. Sagar – Top Level Management – Welfare and survival of firm 1

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 Mr. Bharat – Supervisory Management - ensures that quality of output is
maintained, wastage of materials is minimized and safety standards are
1
maintained

Mr. Nagar – Middle Level management - assigns necessary duties and

responsibilities to the personnel and motivates them to achieve desired 1
objects.
(0.5 for identification and 0.5 for explanation)

OR

Coordination

1
(i) Coordination integrates group efforts: Coordination unifies unrelated
or diverse interests into purposeful work activity. It gives a common
focus to group effort to ensure that performance is as it was planned
and scheduled.
(ii) Coordination ensures unity of action: The purpose of coordination is
to secure unity of action in the realisation of a common purpose. It
1
acts as the binding force between departments and ensures that all
action is aimed at achieving the goals of the organisation
(iii) Coordination is a continuous process – it starts at planning stage and
continues till controlling.
(iv) Coordination is an all pervasive function: Coordination is required at 1
all levels of management due to the interdependent nature of activities
of various departments. It integrates the efforts of different
1departments and different levels
(any two with explanation)

25 (i) To remove the defect in goods or deficiency in service. 1*4 = 4

(ii) To replace the defective product with a new one, free from any defect.
(iii) To refund the price paid for the product, or the charges paid for the
service.
(iv) To pay a reasonable amount of compensation for any loss or injury

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 suffered by the consumer due to the negligence of the opposite party.
(v) To pay punitive damages in appropriate circumstances.
(vi) To discontinue the unfair/ restrictive trade practice and not to repeat it
in the future.
(vii) Not to offer hazardous goods for sale.
(any four)

OR
Right to be heard: The consumer has a right to file a complaint and to
be heard in case of dissatisfaction with a good or a service. It is
because of this reason that many enlightened business firms have set
up their own consumer service and grievance cells. Many consumer
organisations are also working towards this direction and helping
consumers in redressal of their grievances.
Right to seek redressal: The consumer has a right to get relief against
unfair trade practice of restrictive trade practices or unscrupulous
exploitation in case the product or a service falls short of his
expectations. The Consumer Protection Act 2019 provides for
redressal to the consumers including replacement of the product,
removal of defect in the product, compensation paid for any loss or 2*2= 4
injury suffered by the consumer, etc.

26 (a) Identifying alternative courses of action: Once objectives are set, 1*4 = 4
assumptions are made. Then the next step would be to act upon them.
There may be many ways to act and achieve objectives. All the alternative
courses of action should be identified. The course of action which may be
taken could be either routine or innovative.
(b) Evaluating alternative courses: The next step is to weigh the pros and
cons of each alternative. Each course will have many variables which
have to be weighed against each other. The positive and negative aspects
of each proposal need to be evaluated in the light of the objective to be
achieved.
(c) Selecting an alternative: This is the real point of decision making. The
best plan has to be adopted and implemented. The ideal plan, of course,
would be the most feasible, profitable and with least negative
consequences. Most plans may not always be subjected to a mathematical

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 analysis.
(d) Implementing the plan: This is the step where other managerial functions
also come into the picture. The step is concerned with putting the plan
into action, i.e., doing what is required.

27 (a) Management, has therefore, been defined as a process of getting things

done with the aim of achieving goals effectively and efficiently.
(b) (i) Management helps in achieving group goals: Management is required
not for itself but for achieving the goals of the organisation. The task of a
manager is to give a common direction to the individual effort in
achieving the overall goal of the organisation.
(ii) Management increases efficiency: The aim of a manager is to reduce
costs and increase productivity through better planning, organising,
directing, staffing and controlling the activities of the organisation.
(iii) Management creates a dynamic organisation: All organisations have
to function in an environment which is constantly changing. It is
generally seen that individuals in an organisation resist change as it often
means moving from a familiar, secure environment into a newer and more
challenging one. Management helps people adapt to these changes so that
the organisation is able to maintain its competitive edge. (iv) Management
helps in achieving personal objectives: A manager motivates and leads his
team in such a manner that individual members are able to achieve
personal goals while contributing to the overall organisational objective.
Through motivation and leadership the management helps individuals to
develop team spirit, cooperation and commitment to group success.
(v) Management helps in the development of society: An organisation has
multiple objectives to serve the purpose of the different groups that
constitute it. In the process of fulfilling all these, management helps in
the development of the organisation and through that it helps in the
development of society.
(any three with explanation)

28 Anita can file a complaint against the book seller in the District Forum. District 1
Forums are set-up in each district by the concerned State Government. In District
Forum, those complaints can be filed in which the value of goods and services in
question along with compensation claim does not exceed Rs 1 crore. 1
Under Consumer Protection Act, 1986, a consumer may be defined as a person,

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 who buys any product or hires/avails of any service for consideration, which has
been paid or promised, or partly paid and partly promised, or under any system of
deferred payment.

29 The Management objective achieved by the Indian Railways is Social objective. 1

Social objectives involve creation of benefit for the society. This involves
creating economic value consistently for society as a whole.
1
The other objective is Organisation objectives - Management is responsible for
setting and achieving objectives for the organisation. It has to achieve a variety of
objectives in all areas considering the interest of all stakeholders including,
shareholders, employees, customers and the government. The main objective of
any organisation should be to utilise human and material resources to the 1
maximum possible advantage, i.e., to fulfill the economic objectives of a
business.
1

30 a. Legal environment- Legal environment includes various legislations passed by

the Government, administrative orders issued by government authorities, court
judgments, as well as the decisions rendered by various commissions and
agencies at every level of government-Center, State, Local. Non-Compliance of
laws can land the business enterprises into legal problems. 

b. Political environment- Political environment includes political conditions such

as general stability and peace in the country and specific attitudes that elected
government representatives hold towards business. Attitudes of the government
officials may have either positive or negative impact upon business.

31 (a) Cash flows of the project: When a company takes an investment decision 2*3 = 6
involving huge amount it expects to generate some cash flows over a period.
These cash flows are in the form of a series of cash receipts and payments over
the life of an investment. The amount of these cash flows should be carefully
analysed before considering a capital budgeting decision.

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 (b) The rate of return: The most important criterion is the rate of return of the
project. These calculations are based on the expected returns from each proposal
and the assessment of the risk involved. Suppose, there are two projects, A and B
(with the same risk involved), with a rate of return of 10 per cent and 12 per cent,
respectively, then under normal circumstance, project B should be selected.

(c) The investment criteria involved: The decision to invest in a particular project
involves a number of calculations regarding the amount of investment, interest
rate, cash flows and rate of return. There are different techniques to evaluate
investment proposals which are known as capital budgeting techniques. These
techniques are applied to each proposal before selecting a particular project.

OR

The management of fixed capital or investment or capital budgeting decisions are

important for the following reasons:

(i) Long-term growth: These decisions have bearing on the long-term

growth. The funds invested in long-term assets are likely to yield
returns in the future. These will affect the future prospects of the
business.
(ii) Large amount of funds involved: These decisions result in a
substantial portion of capital funds being blocked in long-term
projects. Therefore, these investments are planned after a detailed
analysis is undertaken. This may involve decisions like where to
procure funds from and at what rate of interest.
(iii) Risk involved: Fixed capital involves investment of huge amounts. It 1.5*4 = 6

affects the returns of the firm as a whole in the long-term. Therefore,

investment decisions involving fixed capital influence the overall
business risk complexion of the firm.
(iv) Irreversible decisions: These decisions once taken, are not reversible
without incurring heavy losses. Abandoning a project after heavy
investment is made is quite costly in terms of waste of funds.
Therefore, these decisions should be taken only after carefully
evaluating each detail or else the adverse financial co

32 (a) Planning reduces overlapping and wasteful activities: Planning serves as 2*3 = 6

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 the basis of coordinating the activities and efforts of different divisions,
departments and individuals. It helps in avoiding confusion and
misunderstanding. Since planning ensures clarity in thought and action,
work is carried on smoothly without interruptions. Useless and redundant
activities are minimised or eliminated. It is easier to detect inefficiencies
and take corrective measures to deal with them.
(b) Planning promotes innovative ideas: Since planning is the first function of
management, new ideas can take the shape of concrete plans. It is the
most challenging activity for the management as it guides all future
actions leading to growth and prosperity of the business.
(c) Planning facilitates decision making: Planning helps the manager to look
into the future and make a choice from amongst various alternative
courses of action. The manager has to evaluate each alternative and select
the most viable proposition. Planning involves setting targets and
predicting future conditions, thus helping in taking rational decisions.
(d) Planning establishes standards for controlling: Planning involves setting
of goals. The entire managerial process is concerned with accomplishing
predetermined goals through planning, organising, staffing, directing and
controlling. Planning provides the goals or standards against which actual
performance is measured. By comparing actual performance with some
standard, managers can know whether they have actually been able to
attain the goals. If there is any deviation it can be corrected. Therefore, we
can say that planning is a prerequisite for controlling. If there were no
goals and standards, then finding deviations which are a part of
controlling would not be possible. The nature of corrective action
required depends upon the extent of deviations from the standard.
(any three)

33 (a) Unity of Command (with explanation) 2

(b) Unity of Direction (with explanation)
2

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 Any two with basis.

OR
1

Differential Piece Wage System 

Taylor was a strong advocate of piece wage system. He wanted to differentiate
between efficient and inefficient workers. 
The standard time and other parameters should be determined on the basis of the 2
workstudy discussed above. 
For example, it is determined that standard output per worker per day is 10 units
and those who made standard or more than standard will get Rs. 50 per unit and
those below will get Rs. 40 per unit. Now an efficient worker making 11 units
will get 11*50= Rs. 550 per day whereas a worker who makes 9 units will get
9*40 = Rs. 360 per day. According to Taylor, the difference of Rs. 190 should be 3
enough for the inefficient worker to be motivated to perform better.

34 Decentralisation – 1
Decentralisation refers to systematic effort to delegate to the lowest level all
authority except that which can be exercised at central points. 1
Importance
i. Develops initiative among subordinates: Decentralisation helps to
promote self-reliance and confidence amongst the subordinates. This is
because when lower managerial levels are given freedom to take their
own decisions they learn to depend on their own judgment. 1*4 = 4
ii. Develops managerial talent for the future: Formal training plays an
important part in equipping subordinates with skills that help them rise in
the organisation but equally important is the experience gained by
handling assignments independently.
iii. Quick decision making: The management hierarchy can be looked upon
as a chain of communication. In centralised organisation because every

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 decision is taken by the top management the flow of information is slow
as it has to traverse many levels. Response also takes time. 
iv. Relief to top management: Decentralisation diminishes the amount of
direct supervision exercised by a superior over the activities of a
subordinate because they are given the freedom to act and decide albeit
within the limits set by the superior. 
v. Facilitates growth: Decentralisation awards greater autonomy to the lower
levels of management as well as divisional or departmental heads. This
allows them to function in a manner best suited to their department and
fosters a sense of competition amongst the departments. 
vi. Better control: Decentralisation makes it possible to evaluate performance
at each level and the departments can be individually held accountable for
their results. The extent of achievement of organisational objectives as
well as the contribution of each department in meeting the overall
objectives can be ascertained.
(any four with explanation)

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