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Directing

NCERT Class 12 · Business Studies Based on NCERT Class 12 Business Studies textbook · Free CBSE study kit

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Chapter Notes

Overview
This chapter explains the directing function of management, which involves instructing, guiding, motivating, and leading people to achieve organisational objectives. It is a key managerial function that initiates action and operates at every level of the organisation. The one big idea a student must walk away with is that effective directing integrates individual efforts with organisational goals through supervision, motivation, leadership, and communication, thereby ensuring efficiency and harmony in the workplace.
Key Concepts (27)
Directing
The process of instructing, guiding, counselling, motivating and leading people in the organisation to achieve its objectives.
e.g. A hotel owner directing his employees to complete activities for organising a function.
Supervision
The process of guiding the efforts of employees and other resources to accomplish the desired objectives; it means overseeing what is being done by subordinates and giving instructions to ensure optimum utilisation of resources and achievement of work targets.
e.g. A supervisor explaining a worker about operations to be carried on a lathe machine.
Motivation
The process of stimulating people to action to accomplish desired goals; it depends upon satisfying needs of people.
e.g. A Managing Director declaring a share in the profits to managers for their contribution to enhance profits.
Motive
An inner state that energises, activates or moves and directs behaviour towards goals; motives arise out of the needs of individuals.
e.g. The need for food causes hunger, prompting a man to search for food.
Motivator
The technique used to motivate people in an organisation; managers use diverse motivators like pay, bonus, promotion, recognition, praise, responsibility etc.
e.g. A bonus scheme offered to employees for achieving sales targets.
Leadership
The process of influencing the behaviour of people by making them strive voluntarily towards achievement of organisational goals.
e.g. A manager inspiring employees by playing a lead role in performing a work.
Communication
The process of exchange of information between two or more persons to reach common understanding.
e.g. A manager explaining safety precautions to be followed while working in a coal mine.
Formal Communication
Communication that flows through official channels designed in the organisation chart; it may be vertical (upward or downward) or horizontal.
e.g. An application for grant of leave submitted by an employee to the manager.
Informal Communication
Communication that does not follow the official channels and arises from social interactions among members of the organisation.
e.g. Employees chatting during lunch break about work-related issues.
Maslow’s Need Hierarchy Theory
A theory of motivation based on human needs arranged in a hierarchy: physiological, safety, affiliation, esteem, and self-actualisation needs; a satisfied need no longer motivates, and a person moves to the next level only when the lower need is satisfied.
e.g. An employee motivated by job security (safety need) after basic salary (physiological need) is assured.
Financial Incentives
Incentives which are in direct monetary form or measurable in monetary term and serve to motivate people for better performance.
e.g. Pay and allowances, bonus, profit sharing, stock options, retirement benefits.
Non-Financial Incentives
Incentives that focus on psychological, social and emotional needs rather than money-driven satisfaction.
e.g. Status, organisational climate, career advancement opportunity, job enrichment, employee recognition.
Autocratic Leader
A leader who gives orders and expects subordinates to obey those orders; communication is one-way and the leader is dogmatic.
e.g. A factory supervisor who commands workers to complete production without seeking their input.
Democratic Leader
A leader who develops action plans and makes decisions in consultation with subordinates, encouraging participation in decision-making.
e.g. A team leader who discusses project goals with the team before finalising the plan.
Laissez Faire Leader
A leader who does not believe in the use of power unless essential; followers are given high degree of independence to formulate their own objectives and ways to achieve them.
e.g. A senior researcher allowing junior scientists to choose their own research methods and timelines.
Encoding
The process of converting the message into communication symbols such as words, pictures, gestures etc.
e.g. A manager writing an email to convey instructions to a subordinate.
Decoding
The process of converting encoded symbols of the sender into a form that the receiver understands.
e.g. A subordinate reading the manager's email and interpreting its meaning.
Noise
Some obstruction or hindrance to communication that may be caused to sender, message or receiver.
e.g. A poor telephone connection that distorts the message during a call.
Feedback
All those actions of the receiver indicating that he has received and understood the message of the sender.
e.g. A subordinate replying to an email confirming receipt and understanding of instructions.
Principle of Maximum Individual Contribution
Directing techniques must help every individual in the organisation to contribute to his maximum potential for achievement of organisational objectives.
e.g. A good motivation plan with suitable monetary and non-monetary rewards encourages an employee to contribute maximum efforts.
Principle of Harmony of Objectives
Good directing should provide harmony by convincing that employee rewards and work efficiency are complimentary to each other.
e.g. Convincing employees that higher productivity leads to better salary and benefits.
Principle of Unity of Command
A person in the organisation should receive instructions from one superior only; if instructions are received from more than one, it creates confusion, conflict and disorder.
e.g. An employee reporting to only one department head to avoid conflicting instructions.
Principle of Appropriateness of Direction Technique
Appropriate motivational and leadership technique should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables.
e.g. Using monetary rewards for some employees and promotion for others based on their preferences.
Principle of Managerial Communication
Effective managerial communication across all levels in the organisation makes direction effective; directing should convey clear instructions to create total understanding to subordinates.
e.g. A manager providing clear written instructions and seeking feedback to ensure understanding.
Principle of Use of Informal Organisation
A manager should realise that informal groups or organisations exist within every formal organisation and should spot and make use of such organisations for effective directing.
e.g. A manager leveraging the influence of an informal group leader to motivate team members.
Principle of Leadership
While directing the subordinates, managers should exercise good leadership as it can influence the subordinates positively without causing dissatisfaction among them.
e.g. A manager leading by example to inspire the team to meet deadlines.
Principle of Follow Through
Mere giving of an order is not sufficient; managers should follow it up by reviewing continuously whether orders are being implemented accordingly or any problems are being encountered.
e.g. A supervisor checking progress of a task after assigning it and providing guidance if needed.
How It Works
Motivation Process
  1. An unsatisfied need of an individual creates tension.
  2. This tension stimulates the individual's drives.
  3. These drives generate a search behaviour to satisfy the need.
  4. If the need is satisfied, the individual is relieved of tension.
💡 The process is cyclical; a satisfied need no longer motivates, and the next higher need in the hierarchy becomes the driving force.
Communication Process
  1. Sender: The person who conveys his thoughts or ideas to the receiver.
  2. Message: The content of ideas, feelings, suggestions, order, etc., intended to be communicated.
  3. Encoding: Converting the message into communication symbols such as words, pictures, gestures.
  4. Media/Channel: The path through which the encoded message is transmitted to the receiver (e.g., written, face-to-face, phone call, internet).
  5. Receiver: The person who receives the communication.
  6. Decoding: Converting the encoded symbols of the sender into a form that the receiver understands.
  7. Feedback: Actions of the receiver indicating that he has received and understood the message.
  8. Noise: Obstruction or hindrance to communication that may affect any element of the process.
💡 Noise can occur at any stage — ambiguous symbols, poor connection, inattentive receiver, faulty decoding, prejudices, or distorting gestures.
Maslow’s Need Hierarchy Theory (Application to Motivation)
  1. Identify the current level of need of the employee (physiological, safety, affiliation, esteem, or self-actualisation).
  2. Provide incentives that satisfy that specific need (e.g., basic salary for physiological needs, job security for safety needs, team activities for affiliation needs, recognition for esteem needs, challenging projects for self-actualisation).
  3. Once a need is substantially satisfied, it no longer motivates; shift focus to the next higher need in the hierarchy.
  4. Continue this process to maintain motivation as employees progress through the hierarchy.
💡 A satisfied need is not a motivator; only unmet needs drive behaviour. Managers must regularly assess changing needs of employees.
Leadership Styles (Based on Use of Authority)
  1. Autocratic/Authoritarian: Leader gives orders and expects obedience; communication is one-way; decisions are made without consultation.
  2. Democratic/Participative: Leader develops plans and makes decisions in consultation with subordinates; encourages participation.
  3. Laissez Faire/Free-rein: Leader gives high degree of independence to followers; group members work on their own tasks; leader provides support and information when needed.
💡 A leader may use a combination of styles depending on the situation; even a democratic leader may take own decisions in an emergency.
Exam Traps — Don't Make These Mistakes
⚠ Confusing 'Motivation' with 'Motive'
✗ Motivation is the inner state that energises behaviour towards goals.
→ Motivation is the process of stimulating people to action, while motive is the inner state that energises behaviour. The terms are distinct.
✓ Motivation is the process of stimulating people to action to accomplish desired goals, whereas motive is an inner state that energises, activates, or directs behaviour towards goals.
⚠ Mixing up 'Formal' and 'Informal' Communication
✗ Formal communication is casual and unofficial, while informal communication follows the organisational chart.
→ It is the opposite. Formal communication flows through official channels designed in the organisation chart, while informal communication does not follow official channels and arises from social interactions.
✓ Formal communication flows through official channels in the organisation chart, whereas informal communication arises from social interactions and does not follow official channels.
⚠ Misstating Maslow's Hierarchy Order
✗ The hierarchy of needs from lowest to highest is: Self-actualisation, Esteem, Affiliation, Safety, Physiological.
→ The order is reversed. The correct hierarchy from lowest to highest is: Physiological, Safety, Affiliation, Esteem, Self-actualisation.
✓ Maslow's hierarchy of needs from lowest to highest is: (i) Basic Physiological Needs, (ii) Safety/Security Needs, (iii) Affiliation/Belonging Needs, (iv) Esteem Needs, (v) Self Actualisation Needs.
⚠ Thinking 'Noise' Only Means Audible Sound
✗ Noise in communication means only background sound that disturbs a conversation.
→ Noise in communication refers to any obstruction or hindrance, including ambiguous symbols, poor telephone connection, inattentive receiver, faulty decoding, prejudices, or distorting gestures — not just audible sound.
✓ Noise means any obstruction or hindrance to communication, such as ambiguous symbols, poor connection, inattentive receiver, faulty decoding, prejudices, or distorting gestures.
⚠ Confusing 'Financial' and 'Non-Financial' Incentives
✗ Promotion is a financial incentive because it involves extra money.
→ Promotion is classified as a non-financial incentive because it primarily provides psychological and emotional satisfaction (elevation, status, challenge), even though it may involve extra money. The emphasis is on non-monetary aspects.
✓ Promotion is a non-financial incentive because it primarily satisfies psychological, social, and esteem needs through increased status, authority, and challenge, overriding the monetary aspect.
⚠ Assuming All Leaders Have All Qualities
✗ A good leader must possess all qualities of a good leader.
→ The chapter states that it is not possible for any individual to have all the qualities, but understanding these qualities helps managers acquire them through training and conscious effort.
✓ It is not necessary for a good leader to possess all qualities; however, understanding these qualities helps managers acquire them through training and conscious effort.
Compare & Contrast
Nature of reward
Financial Incentives
Non-Financial Incentives
Financial incentives are in direct monetary form or measurable in monetary terms (e.g., pay, bonus, profit sharing), while non-financial incentives focus on psychological, social, and emotional satisfaction (e.g., status, job enrichment, recognition).
Decision-making approach
Autocratic Leadership
Democratic Leadership
In autocratic leadership, the leader gives orders and expects obedience without consultation, whereas in democratic leadership, the leader develops plans and makes decisions in consultation with subordinates, encouraging participation.
Channel of flow
Formal Communication
Informal Communication
Formal communication flows through official channels designed in the organisation chart, while informal communication arises from social interactions and does not follow official channels.
Definition and role
Motivation
Motive
Motivation is the process of stimulating people to action to accomplish desired goals, whereas motive is an inner state that energises, activates, or directs behaviour towards goals.
Exam Focus
Marks pattern: This chapter typically appears with 2-3 MCQs (1 mark each), 1-2 Short Answer questions (3 marks each), and 1 Long Answer question (5-6 marks). Topics like Maslow's theory, leadership styles, and communication barriers are common in long answer questions.
Most asked: Maslow’s Need Hierarchy Theory · Financial and Non-Financial Incentives · Leadership styles (Autocratic, Democratic, Laissez Faire) · Elements of Communication Process · Barriers to Communication · Importance of Motivation · Qualities of a Good Leader
Don't skip: Explain Maslow’s Need Hierarchy Theory with examples.; Distinguish between financial and non-financial incentives and give examples of each.; Explain the three leadership styles based on the use of authority.; Describe the communication process with a diagram.; Explain the importance of directing in an organisation.
One-Line Revision (read aloud before the exam)
  1. Directing is the process of instructing, guiding, counselling, motivating and leading people to achieve organisational objectives.
  2. Directing initiates action and flows from top to bottom through the organisational hierarchy.
  3. Supervision is the process of guiding the efforts of employees and overseeing their work to achieve targets.
  4. Motivation is the process of stimulating people to action to accomplish desired goals.
  5. Maslow’s hierarchy of needs from lowest to highest: Physiological, Safety, Affiliation, Esteem, Self-actualisation.
  6. A satisfied need no longer motivates; only unmet needs drive behaviour.
  7. Financial incentives include pay, bonus, profit sharing, stock options, and retirement benefits.
  8. Non-financial incentives include status, job enrichment, employee recognition, and career advancement.
  9. Leadership is the process of influencing behaviour to achieve organisational goals voluntarily.
  10. The three leadership styles based on authority are autocratic, democratic, and laissez faire.
  11. Communication is the exchange of information between two or more persons to reach common understanding.
  12. The communication process involves sender, message, encoding, media, receiver, decoding, feedback, and noise.
  13. Formal communication flows through official channels; informal communication arises from social interactions.
  14. Noise is any obstruction or hindrance to communication, such as ambiguous symbols or poor connection.
  15. The principle of unity of command states that a person should receive instructions from only one superior.
  16. Motivation can be positive (rewards) or negative (punishment).
  17. A supervisor acts as a link between workers and management.
  18. Employee empowerment means giving more autonomy and powers to subordinates.
  19. Job enrichment involves designing jobs with greater variety, autonomy, and responsibility.
  20. Effective directing helps introduce changes smoothly by reducing resistance through motivation and communication.

MCQs — 10 Questions with Answers

Q1. Which of the following is NOT a characteristic of directing?

  • A. It initiates action in the organisation
  • B. It takes place only at the top level of management ✓
  • C. It is a continuous process throughout the organisation's life
  • D. It flows from top management to bottom through the hierarchy

Answer: B — Directing takes place at every level of management wherever superior-subordinate relationships exist, not only at the top level.

Q2. A supervisor notices that one of her experienced employees has stopped contributing ideas in team meetings despite good performance. According to Maslow's Hierarchy, which need is most likely unfulfilled?

  • A. Physiological need
  • B. Safety need
  • C. Esteem or self-actualisation need ✓
  • D. Social need

Answer: C — The employee's withdrawal from idea contribution suggests unmet needs for recognition (esteem) or opportunity for growth and contribution (self-actualisation), despite meeting lower-level needs.

Q3. Which financial incentive directly gives employees ownership in the company?

  • A. Bonus
  • B. Profit sharing
  • C. Employee Stock Ownership Plan (ESOP) ✓
  • D. Retirement benefits

Answer: C — ESOP gives employees actual shares/stock in the company, making them part-owners; other options are cash-based or security-based benefits without ownership.

Q4. A manufacturing company faces an unexpected production crisis requiring immediate decisions without consulting team members. Which leadership style is most appropriate?

  • A. Democratic leadership
  • B. Autocratic leadership ✓
  • C. Laissez-faire leadership
  • D. Participative leadership

Answer: B — Autocratic leadership, with one-way command and quick decision-making, is most suited for crisis situations where time for consultation is not available.

Q5. In an organisation, an important policy change is spreading through informal conversations at the cafeteria, reaching employees before the official announcement. This represents which type of grapevine communication?

  • A. Single strand chain
  • B. Gossip chain
  • C. Cluster chain ✓
  • D. Probability chain

Answer: C — The cluster chain is the most common grapevine pattern where information spreads to some members who then tell selected others, as seen in cafeteria conversations.

Q6. Which of the following is a non-financial incentive that directly increases employee motivation for long-term career growth?

  • A. Performance bonus
  • B. Provident fund contributions
  • C. Career advancement opportunities ✓
  • D. Health insurance

Answer: C — Career advancement opportunities provide scope for growth and development (self-actualisation), creating long-term motivation; other options are financial or security-based.

Q7. A semantic barrier to communication occurs when ______.

  • A. The organisational hierarchy prevents message flow
  • B. The sender and receiver interpret words differently ✓
  • C. Technical equipment fails to transmit the message
  • D. The receiver's emotions cloud understanding

Answer: B — Semantic barriers arise from differences in language, word meanings, or interpretations between sender and receiver causing misunderstanding.

Q8. Both Assertion and Reason: A) Directing is a continuous process because organisational goals remain constant. R) Directing continues irrespective of which managers occupy positions because it is essential for coordination.

  • 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. A is incorrect, but R is correct ✓

Answer: D — Directing is continuous because it is essential for coordination and action throughout the organisation's life, not because goals are constant; thus A is misleading while R correctly explains the continuity.

Q9. A manager wants to improve employee morale without increasing the salary budget. Which combination of non-financial incentives would be most effective?

  • A. Increased bonus and overtime pay
  • B. Recognition, career development opportunities, and job enrichment ✓
  • C. Extra leaves and medical allowance
  • D. Higher commission on sales

Answer: B — Recognition, career development, and job enrichment are non-financial incentives that create long-term motivation and loyalty without increasing direct monetary costs.

Q10. HOTS: A newly promoted manager finds that her autocratic style works well during crises but is causing talented employees to resign during normal operations. What should she do to balance both scenarios?

  • A. Continue autocratic style and accept employee turnover as normal
  • B. Always use democratic leadership regardless of situation
  • C. Adopt a flexible approach: autocratic during crises, democratic during routine work ✓
  • D. Use laissez-faire style to give maximum freedom to employees

Answer: C — Effective leadership requires situational flexibility — autocratic for urgent crises and democratic for complex tasks or routine operations; this balance retains talent while maintaining crisis response capability.

Flashcards

What does directing mean in management?

Directing is the managerial process of instructing, guiding, counselling, motivating, and leading people in the organisation to achieve its predetermined objectives.

Name four characteristics of directing.

Directing initiates action, takes place at every level of management, is a continuous process, and flows from top to bottom through the organisational hierarchy.

What is Maslow's Hierarchy of Needs?

A five-level pyramid of human needs: physiological, safety, social, esteem, and self-actualisation, with lower needs motivating behaviour before higher ones are pursued.

Give three examples of financial incentives.

Salary, bonus, profit sharing, co-partnership, ESOP (Employee Stock Ownership Plan), and retirement benefits are common financial incentives.

What is the difference between motivation and morale?

Motivation is the drive to achieve organisational goals through willingness to work hard; morale is the overall job satisfaction and enthusiasm of employees.

List three leadership styles and one situation each.

Autocratic (urgent crisis decisions), democratic/participative (complex problem-solving), and laissez-faire (highly skilled, autonomous experts).

What is formal communication?

Official communication that follows organisational hierarchy and channels: downward, upward, horizontal, or diagonal, documented and structured.

What is the grapevine in organisations?

Informal communication network where information spreads unofficially through oral channels, most commonly in a cluster chain pattern.

Name four barriers to effective communication.

Semantic barriers (language confusion), organisational barriers (hierarchy, structure), psychological barriers (emotions, prejudice), and mechanical barriers (noise, equipment failure).

What is the relationship between motivation and productivity?

Motivated employees willingly work towards goals, increasing productivity, efficiency, and quality of output; low motivation reduces all three.

Important Board Questions

Define directing and state one way it differs from other managerial functions. [2 marks]

Directing initiates action (others prepare setting), and it encompasses supervision, motivation, and leadership combined — not just communication. Include example like guiding subordinate to achieve target.

Explain Maslow's Hierarchy of Needs with two examples of how each level can be satisfied in an organisation. [5 marks]

Five levels: physiological (salary, canteen), safety (security, pension), social (teamwork, events), esteem (awards, promotion), self-actualisation (growth, challenging work). Give one organisational example per level; show why lower needs must be met before higher ones motivate.

A software company has high technical expertise but low morale. Employee turnover is increasing despite competitive salaries. Analyse what is likely missing using motivation and communication concepts, and suggest three measures the manager should take. [6 marks]

Identify: non-financial incentives lacking (career growth, recognition, autonomy, organisational climate). Suggest: career development plan, formal recognition system, participative decision-making, clear communication channels. Link to Maslow's esteem and self-actualisation needs, and explain how democratic leadership and upward communication help. Include impact on retention.

Assertion-Reason Questions for Directing

Q1. Assertion (A):

Directing is a continuous process that takes place throughout the life of an organisation

Reason (R):

The directing function is performed by every manager at every level, and without direction, organisational activities cannot continue

Answer: A — Both A and R are true, and R is the correct explanation of A — Both statements are true, and the reason correctly explains why directing must be continuous—because managers at all levels continuously perform this function, making it an ongoing organisational necessity.

Q2. Assertion (A):

Maslow's Hierarchy of Needs explains that employees will be motivated only when their physiological and safety needs are satisfied

Reason (R):

According to Maslow, once lower-level needs are satisfied, higher-level needs such as social, esteem, and self-actualisation needs become the primary motivators

Answer: D — A is false but R is true — The assertion is false because it suggests only physiological and safety needs matter for motivation. The reason is true—Maslow's theory shows that higher-level needs become motivators once lower needs are met. The reason contradicts the assertion by showing a more complete picture of motivation.

Q3. Assertion (A):

Non-financial incentives like recognition, career advancement, and job enrichment have no role in employee motivation compared to financial incentives

Reason (R):

Research in organisational behaviour demonstrates that non-financial incentives are equally or sometimes more effective in meeting higher-level psychological needs of employees

Answer: D — A is false but R is true — Both the assertion and reason are false. The assertion incorrectly dismisses non-financial incentives entirely. The reason itself is true, but since the assertion is factually incorrect, the overall combination is false. Non-financial incentives are proven to be highly effective.

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Case-Based Questions (CBQ) for Directing

Case Study:

Rajesh Manufacturing Ltd., a mid-sized automobile component producer, has been struggling with low employee morale and reduced productivity. The HR manager conducted a survey which revealed that workers felt disconnected from management, lacked understanding of how their individual efforts contributed to company goals, and had unclear career growth opportunities. The CEO decided to implement a comprehensive directing strategy: establishing weekly team meetings for two-way communication, introducing a transparent promotion policy, providing on-the-job training and skill development programmes, and recognising outstanding performers publicly. Within six months, productivity increased by 25%, absenteeism decreased by 40%, and employee retention improved significantly.

Q1. Which elements of directing were primarily used by Rajesh Manufacturing Ltd. to improve employee performance?

  • A. Only motivation and leadership
  • B. Only supervision and controlling
  • C. Communication, motivation, leadership, and supervision ✓
  • D. Only salary increase and financial bonuses

Answer: C

Q2. How does the weekly team meeting contribute to addressing the problem of employees feeling disconnected from management?

  • A. It provides formal, two-way communication channels that inform employees and gather their feedback ✓
  • B. It allows the CEO to exercise autocratic control over employee activities
  • C. It replaces the need for written organisational policies
  • D. It reduces the number of employees in the organisation

Answer: A

Q3. The introduction of transparent promotion policy and skill development programmes addresses which level of Maslow's Hierarchy of Needs?

  • A. Only physiological and safety needs
  • B. Social and esteem needs leading towards self-actualisation ✓
  • C. Only financial needs
  • D. Lower-level needs exclusively

Answer: B

Q4. Which importance of directing is best illustrated by the improved understanding of how individual efforts contribute to company goals?

  • A. Directing helps to initiate action towards attainment of desired objectives
  • B. Directing integrates employee efforts towards organisational performance ✓
  • C. Directing facilitates introduction of needed changes
  • D. Directing brings stability and balance in the organisation

Answer: B

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Previous Year Questions (PYQ) for Directing

Real CBSE board exam questions from past papers — free to attempt.

CBSE 2026 · Set 66/2/1 · 1 mark

The question mark in the picture given below represents a financial incentive. Identify the incentive:

  • Pay and allowances
  • Retirement benefits
  • Productivity linked wage incentives
  • Perquisites

CBSE 2026 · Set 66/2/1 · 1 mark

Match the non-financial incentives given in Column I with their meaning given in Column II: Column I: a. Employee participation, b. Organisational climate, c. Employee empowerment, d. Status Column II: i. It indicates the characteristics which describe an organization and distinguish one organization from the other. ii. It means ranking of positions in the organisation. iii. It means giving more autonomy and powers to subordinates. iv. It means involving employees in decision making of the issues related to them.

  • a-ii, b-iii, c-i, d-iv
  • a-i, b-iv, c-ii, d-iii
  • a-iv, b-i, c-iii, d-ii
  • a-iii, b-ii, c-iv, d-i

CBSE 2026 · Set 66/2/1 · 6 marks

(a) Explain any four semantic barriers to communication.

CBSE 2026 · Set 66/2/2 · 1 mark

The question mark in the picture given below represents a financial incentive. Identify the incentive: [Image showing financial incentives]

  • Pay and allowances
  • Retirement benefits
  • Productivity linked wage incentives
  • Perquisites

CBSE 2026 · Set 66/2/2 · 1 mark

Match the non-financial incentives given in Column I with their meaning given in Column II: Column I: a. Employee participation, b. Organisational climate, c. Employee empowerment, d. Status; Column II: i. It indicates the characteristics which describe an organization and distinguish one organization from the other, ii. It means ranking of positions in the organisation, iii. It means giving more autonomy and powers to subordinates, iv. It means involving employees in decision making of the issues related to them.

  • a-ii b-iii c-i d-iv
  • a-i b-iv c-ii d-iii
  • a-iv b-i c-iii d-ii
  • a-iii b-ii c-iv d-i

CBSE 2026 · Set 66/2/2 · 6 marks

Explain any four personal barriers to communication.

CBSE 2026 · Set 66/2/3 · 1 mark

Match the non-financial incentives given in Column I with their meaning given in Column II : Column I: a. Employee participation, b. Organisational climate, c. Employee empowerment, d. Status. Column II: i. It indicates the characteristics which describe an organization and distinguish one organization from the other. ii. It means ranking of positions in the organisation. iii. It means giving more autonomy and powers to subordinates. iv. It means involving employees in decision making of the issues related to them. Choose the correct option from the options given below :

  • a-ii, b-iii, c-i, d-iv
  • a-i, b-iv, c-ii, d-iii
  • a-iv, b-i, c-iii, d-ii
  • a-iii, b-ii, c-iv, d-i

CBSE 2026 · Set 66/2/3 · 1 mark

The question mark in the picture given below represents a financial incentive. Identify the incentive : [Diagram/Map-based question — skipped]

  • Pay and allowances
  • Retirement benefits
  • Productivity linked wage incentives
  • Perquisites

CBSE 2026 · Set 66/2/3 · 6 marks

(a) Explain any four psychological barriers to communication.

CBSE 2026 · Set 66/1/1 · 1 mark

Identify the element of communication process from the above picture:

  • Feedback
  • Media
  • Noise
  • Decoding

CBSE 2026 · Set 66/1/1 · 1 mark

Which of the following is NOT an organisational barrier to communication?

  • Status
  • Organisational facilities
  • Lack of proper incentives
  • Rules and regulations

CBSE 2026 · Set 66/1/1 · 3 marks

State any three measures to improve communication effectiveness.

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Class 12 Business Studies Previous Year Questions, Chapter-wise

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