Sameer is a wholesaler, who deals in cricket equipment. He collects cricket equipment like bats, balls, helmet

Question 22 of 26

Q. Sameer is a wholesaler, who deals in cricket equipment. He collects cricket equipment like bats, balls, helmets, gloves, stumps, etc. from different manufacturers and assembles them in a kit for the convenience of customers. He sets a standard target to assemble 100 kits a day. During the first week of the month the workers assembled 92 - 96 kits a day, which was lower than the set standard. On investigation, it was found that the variation in assembly of kits was due to an irregular supply of helmets. Workers had to wait for helmets to assemble the kits.

(i) State the function of management discussed in the above case.

(ii) State the steps of the function identified in

(i) above, which are discussed in the above paragraph.

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Concept understanding — Controlling Definition

Controlling Definition — First Encounter

Imagine you're trying to prove that a function is continuous at a point. You've seen the epsilon-delta definition: for every $\epsilon > 0$ , there exists a $\delta > 0$ such that if $|x - c| < \delta$ , then $|f(x) - f(c)| < \epsilon$ . That's the standard definition.

Now think about what you're actually doing when you use this definition to prove continuity. You're given an arbitrary $\epsilon$ — a tolerance on the output — and you must produce a $\delta$ — a window on the input — that controls the output error. The $\delta$ you choose depends on $\epsilon$ , on the function $f$ , and on the point $c$ . The core idea: you control the input to control the output.

That's the intuition behind the term "controlling definition." It's a definition that tells you: to achieve a desired precision in the output, you must restrict the input within some range. The definition itself gives you the control — the $\delta$ — as a function of the desired precision $\epsilon$ .

The Precise Statement

A controlling definition is a definition of a limit (or continuity, or derivative) that explicitly quantifies the relationship between an output tolerance and an input restriction. For the limit $\lim_{x \to c} f(x) = L$ , the controlling definition is:

\lim_{x \to c} f(x) = L \iff \forall \epsilon > 0, \ \exists \delta > 0 \ \text{such that} \ 0 < |x - c| < \delta \implies |f(x) - L| < \epsilon

The word "controlling" highlights that $\delta$ is chosen after $\epsilon$ is given — you control the input window $\delta$ to force the output error below $\epsilon$ . The $\delta$ is not arbitrary; it must be found (or shown to exist) for every possible $\epsilon$ .

Why "Controlling" Matters

This phrasing is most common in analysis textbooks when contrasting with other equivalent definitions. For example, the "sequential definition" of a limit says: if every sequence $x_n \to c$ (with $x_n \neq c$ ) has $f(x_n) \to L$ , then the limit exists. That definition doesn't give you a direct control mechanism — it's about checking sequences.

The controlling definition is the one you actually use in proofs. It's constructive: you pick $\delta$ as a function of $\epsilon$ , often by solving inequalities. For instance, to prove $\lim_{x \to 2} (3x+1) = 7$ , you set $\delta = \epsilon/3$ . That's the control: if $|x-2| < \epsilon/3$ , then $|(3x+1)-7| = 3|x-2| < \epsilon$ . …

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The function is Controlling — comparing actual performance (92–96 kits) against the standard (100 kits), identifying the deviation, and investigating its cause (irregular helmet supply). The steps discussed are: (a) setting standards, (b) measuring actual performance, (c) comparing actual with standard, and (d) analyzing causes of deviation.

Management is not a one-time act but a continuous cycle of planning, organizing, staffing, directing, and controlling. When Sameer sets a target of 100 kits per day and then discovers that only 92–96 are being assembled, he is exercising a specific managerial function that closes the loop: Controlling.

Controlling is the process of ensuring that actual activities conform to planned activities. It involves monitoring performance, comparing it against predetermined standards, identifying deviations, and taking corrective action. Without controlling, plans remain wishful thinking — there is no feedback mechanism to tell you whether you are on track or veering off course.

In Sameer's case, the standard (100 kits/day) acts as a benchmark. The moment actual output falls short, the controlling function kicks in: measure the gap, investigate why it happened, and decide what to do next. This is not about blame; it is about diagnosis and correction.

(i) The Function of Management

The function of management discussed in the case is Controlling.

Sameer has set a standard target (100 kits per day), observed that actual performance (92–96 kits) deviates from this standard, and investigated the cause (irregular helmet supply). All of these actions — setting benchmarks, measuring outcomes, comparing, and analyzing — are hallmarks of the controlling function.

Note

Controlling is often confused with "control" in the sense of authority or command. Here it means monitoring and correcting — a feedback mechanism that keeps the organization aligned with its goals.

(ii) Steps of the Controlling Function Identified in the Paragraph

The controlling process is systematic. While textbooks list it in various ways, the core steps are universally recognized. Let us identify which of these steps appear in the given scenario.

1. Setting Performance Standards

Sameer sets a standard target of assembling 100 kits per day. A standard is a criterion against which actual performance can be measured — it could be quantitative (units, time, cost) or qualitative (customer satisfaction, quality grade). Here the standard is clear and quantitative: 100 kits/day.

This is the foundation of controlling. Without a standard, there is no reference point to judge whether performance is acceptable.

2. Measuring Actual Performance

During the first week, Sameer (or his team) observes and records that workers are assembling 92–96 kits per day. Measurement can be done through reports, observation, sampling, or automated systems. In this case, daily output is being tracked.

Measurement must be accurate and timely. If you measure too late or incorrectly, the entire controlling process collapses.

3. Comparing Actual Performance with Standards

The paragraph explicitly states that the actual output (92–96 kits) is lower than the set standard (100 kits). This comparison reveals a negative deviation — a shortfall of 4–8 kits per day.

Comparison can reveal three outcomes:

Actual = Standard → No corrective action needed.
Actual > Standard → Favorable variance; investigate if sustainable or due to one-time factors.
Actual < Standard → Unfavorable variance; investigate and correct.

Here we have an unfavorable variance.

4. Analyzing Causes of Deviation

On investigation, Sameer discovers that the variation is due to irregular supply of helmets, causing workers to wait. This step goes beyond merely noting the gap — it digs into why the gap exists.

Root-cause analysis is critical. If Sameer had assumed workers were lazy or unskilled, he might have taken the wrong corrective action (training, warnings). Instead, he identifies the real bottleneck: supply chain disruption. …

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Same / Similar Concept — real previous-year questions on the same or a closely similar concept, not this exact question.

Showing the 12 most recent of 53 on this concept.

CBSE 2026Set 66/1/11 markMCQ
$Q. The step of controlling process which reveals the deviation between actual performance and desired results is : (A) Setting performance standards (B) Analysing deviations (C) Taking corrective action (D) Comparing actual performance with the standards$
›Reveal solutionSolution

The step that reveals the deviation is Comparing actual performance with the standards — it is the measurement moment when you discover how far reality has strayed from the plan.

Controlling is the management function that closes the loop, ensuring that what was planned actually happens. It unfolds in a logical sequence: first you decide what "good" looks like, then you check what actually happened, then you figure out why any gap exists, and finally you fix it. The question asks which step reveals the deviation — which moment in this chain actually brings the gap to light.

Setting performance standards is the foundation. Before you can spot a problem, you need a benchmark — a target sales figure, a quality threshold, a cost ceiling. This step establishes the yardstick, but it does not involve looking at real-world results yet. You are still in the planning phase, defining what success means. No deviation is revealed here because you have not measured anything.

Comparing actual performance with the standards is where the revelation happens. You take the real numbers — actual sales, actual costs, actual output — and place them side by side with the standards you set earlier. The gap, if any, becomes visible in this step. You see that sales were ten per cent below target, or that production costs overran the budget by fifteen per cent. This is the diagnostic moment, the step that answers "Are we on track or off track?" The deviation is disclosed here, not explained or fixed, just identified.

Note

Think of it as reading a thermometer. Setting the standard is deciding that normal body temperature is 98.6°F. Comparing is actually checking the thermometer and seeing it reads 101°F. Only then do you know there is a fever — the deviation is revealed.

Analysing deviations comes next. Once you know a gap exists, you dig into the why. Was the shortfall due to poor market conditions, inefficient processes, or inadequate training? This step interprets the deviation, but it does not reveal it — the deviation was already visible in the comparison step. Analysis explains; comparison exposes. …
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CBSE 2026Set MARCH1 markMCQ
$Q. After knowing the deviations, what type of measures does the management take?$
(a) (A) Gives training
(b) (B) Removes the staff
(c) (C) Corrective action
(d) (D) Appoints experts
›Reveal solutionSolution

Management takes corrective action after knowing the deviations.

This GSEB Class-12 Commerce controlling question tests the control process: set standards → measure performance → compare and find deviations → analyse causes → take corrective action. Giving training, removing staff or appoi …

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CBSE 2026Set MARCH1 mark
$Q. Name the function which reviews the operations in a business unit.$
›Reveal solutionSolution
The function that reviews the operations of a business unit is Controlling.

Controlling is the management function of ensuring that activities in an organisation are performed as per the plans. It reviews and evaluates operations by:

Setting performance standards.

Measuring actual performance.

Comparing actual performance with the standards.

Analysing deviations and taking corrective action. …
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CBSE 2026Set ANNUAL1 mark
$Q. Fill in the blank: The last step in controlling process is _______. (Setting performance standards/corrective action)$
›Reveal solutionSolution

The last step of the controlling process is taking corrective action, so that fills the blank.

The steps in the controlling process are: (1) setting performance standards, (2) measuring actual performance, (3) comparing actual performance with standards, (4) analysing deviations, and (5) taking corrective action. Setting performance standards is the FIRST step, so the blank cannot be that. The final step is taking corrective action — correcti …

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CBSE 2026Set ANNUAL1 mark
$Q. What is the main objective of controlling? Explain.$
›Reveal solutionSolution
The main objective of controlling is to make sure actual performance is in line with planned standards, by detecting and correcting deviations.

Controlling is the management function of comparing actual performance with the pre-set standards, finding out deviations, and taking corrective action. Its main objective is to ensure that events conform to plans — that is, that the organisation actually achieves what it set out to achieve. To do this, controlling:

Measures actual performance and compares it with planned standards.

Identifies the deviations and their causes.

Takes corrective action to bring performance back on track, and revises standards if necessary. …
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CBSE 2026Set ANNUAL1 markMCQ
$Q. Control is related to:$
(a) Results
(b) Functions
(c) Efforts
(d) None of these
(a) Results
(b) Functions
(c) Efforts
(d) None of these
›Reveal solutionSolution

Control is related to results, because controlling compares the actual outcome achieved against the standard that was planned.

Controlling is the management function that measures actual performance against predetermined standards, identifies deviations, analyses their causes, and takes corrective action. It is inherently an outcome-focused, end-of-process function — it looks at what has actually been achieved (output, sales figures, quality levels, costs incurred) and compares that result with what was planned. "Functions" and "efforts" describe the process of doing …

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CBSE 2025Set 66/4/11 markMCQ
$Q. Read the following statements : Assertion (A) and Reason (R). Assertion (A) : A good control system motivates employees and helps them to give better performance. Reason (R) : It ensures that employees know well in advance what they are expected to do and what the standards of performance are, on the basis of which they will be appraised. Choose the correct alternative from the options given below : (A) Assertion (A) is true, but Reason (R) is false. (B) Assertion (A) is false, but Reason (R) is true. (C) Both Assertion (A) and Reason (R) are true and Reason (R) is the correct explanation of Assertion (A). (D) Both Assertion (A) and Reason (R) are true, but Reason (R) is not the correct explanation of Assertion (A).$
›Reveal solutionSolution

A good control system motivates employees by setting clear expectations and standards, and the reason given correctly explains why this happens.

Control in management is often misunderstood as a restrictive, top-down process — something that limits freedom and creates pressure. But the NCERT textbook presents a far more constructive view. A well-designed control system does not merely check errors; it guides behaviour, aligns effort with organisational goals, and — crucially — motivates people. The Assertion here captures that positive side: a good control system does indeed motivate employees and helps them perform better.

How does this motivation actually work? The Reason provides the mechanism. When employees know in advance what is expected of them — the specific tasks, the quality standards, the deadlines — they work with clarity rather than confusion. They also know the yardstick against which their performance will be judged. This transparency removes anxiety and guesswork. Instead of fearing evaluation, they see it as a fair, predictable process. That sense of fairness and clarity is itself motivating.

Note

The NCERT text emphasises that control standards should be objective and communicated beforehand. Vague or secret standards create resentment, not motivation. …

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CBSE 2025Set ANNUAL1 markMCQ
$Q. In a business enterprise controlling is needed (A) at the time of establishment of business (B) at the time of operation of business (C) at the end of the year (D) continuously$
›Reveal solutionSolution

Controlling is a continuous function because performance must be monitored against standards throughout operations, not only at the start or end of a period.

Control is an ongoing process that measures actual performance against planned standards and takes corrective action whenever deviations occur. If control were done only at establishment, only during operation, or only at year-end, m …

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CBSE 2025Set ANNUAL1 markMCQ
$Q. Controlling is the ............ function of management. (A) first (B) second (C) third (D) last$
›Reveal solutionSolution

Controlling is the last function of management because it evaluates whether the objectives set during planning have actually been achieved after the other functions have been performed.

The recognised order of management functions is Planning → Organising → Staffing → Directing → Controlling. Controlling appears last because it measures actual performance, compares it with the standards f …

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CBSE 2025Set ANNUAL1 markMCQ
$Q. Control is a ............ managerial function. (A) compulsory (B) necessary (C) optional (D) none of these$
›Reveal solutionSolution

Controlling is a necessary (indispensable) managerial function because it ensures that organisational activities conform to plans and that objectives are actually achieved.

Without control, managers would have no way of knowing whether plans are succeeding or where corrective action is required. It is therefore not optional but a basic, necessary function performed by managers a …

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CBSE 2025Set ANNUAL1 markMCQ
$Q. Management control is done$
(a) By lower level managers
(b) By middle level managers
(c) By top level managers
(d) By all levels of managers
›Reveal solutionSolution

Controlling is done by managers at all levels of management.

Controlling is a pervasive function: top management controls overall/strategic performance, middle management controls departmental performance, and lower (supervisory) management controls day-to-day operations. Every manager must compare actual results with standards in his own ar …

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CBSE 2025Set ANNUAL1 markMCQ
$Q. Assertion (A) : Controlling is a primary function of management. Reason (R) : Controlling is not applicable on all managerial levels.$
(a) Both A and R are correct and R is the correct explanation of A.
(b) Both A and R are correct but R is not the correct explanation of A.
(c) A is correct but R is incorrect.
(d) Both A and R are incorrect.
(a) Both A and R are correct and R is the correct explanation of A.
(b) Both A and R are correct but R is not the correct explanation of A.
(c) A is correct but R is incorrect.
(d) Both A and R are incorrect.
›Reveal solutionSolution

Assertion (A) is correct — controlling is a basic function every manager performs. Reason (R) is incorrect — controlling is in fact applicable at ALL levels of management, not restricted to some levels.

Controlling is the process of comparing actual performance with planned/standard performance, finding deviations, and taking corrective action — it is universally recognised as one of the core functions of management, alongside planning, organising, staffing and directing, so the Assertion that it is a (primary/basic) function of management is correct.

…

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(i) The Function of Management

(ii) Steps of the Controlling Function Identified in the Paragraph

1. Setting Performance Standards

2. Measuring Actual Performance

3. Comparing Actual Performance with Standards

4. Analyzing Causes of Deviation

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