List of practice Questions

An artificial swimming pool is circular and water is flowing clockwise at a speed of 3 km/hr. Two swimmers Ayub and Rana start from diametrically opposite points, Ayub in the anticlockwise direction and Rana in the clockwise direction. They first meet at a point such that Ayub has covered 60 m by that time. Their second meeting point is such that Rana has covered another 180 m after the first meeting point. If the speed of Rana in still water is 3 km/hr, find the time taken by Ayub to cover one full circle in the clockwise direction.

Match the following:
I. Chief Election Commissioner A. Elected by Rajya Sabha
II. Deputy Chairman of Rajya Sabha B. Elected by Members of Lok Sabha
III. Speaker of Lok Sabha C. Appointed by the President
IV. Chairman of Public Accounts Committee D. Appointed by the Speaker of Lok Sabha

Arrange the following generations from the oldest to the youngest:
1. Generation X
2. Silent Generation
3. Generation Alpha
4. Baby Boomers
5. Millennials

Read the following scenario and answer the THREE questions that follow.
Brijbhushan, a microfinancier, lends money at the rate of Rs.10 per square meter to small farmers at a village. He charges an annual interest rate of 10%. All the farming plots in that village are rectangular, with areas varying between a minimum of 1000 square meters and a maximum of 10,000 square meters.
This year, Brijbhushan has lent money only to five farmers: Aditya, Binod, Chhuttan, Dabloo and Govind. The perimeter of Chhuttan’s plot is 250 meters, with the length and width being at a ratio of 4:1. Aditya’s plot has an area three times the area of Govind’s plot. The area of Aditya’s plot is also the average of the areas of Govind’s plot and Dabloo’s plot. The plots belonging to Aditya, Binod and Dabloo are of the same width, but of different lengths. Moreover, the length of Binod’s plot is the sum of the lengths of Aditya’s plot and Dabloo’s plot.

Light Chemicals is an industrial paint supplier with presence in three locations: Mumbai, Hyderabad and Bengaluru. The sunburst chart below shows the distribution of the number of employees of different departments of Light Chemicals. There are four departments: Finance, IT, HR and Sales. The employees are deployed in four ranks: junior, mid, senior and executive. The chart shows four levels: location, department, rank and gender (M: male, F: female). At every level, the number of employees at a location/department/rank/gender are proportional to the corresponding area of the region represented in the chart.
Due to some issues with the software, the data on junior female employees have gone missing. Notice that there are junior female employees in Mumbai HR, Sales and IT departments, Hyderabad HR department, and Bengaluru IT and Finance departments. The corresponding missing numbers are marked u, v, w, x, y and z in the diagram, respectively.
It is also known that:
a) Light Chemicals has a total of 210 junior employees.
b) Light Chemicals has a total of 146 employees in the IT department.
c) Light Chemicals has a total of 777 employees in the Hyderabad office.
d) In the Mumbai office, the number of female employees is 55.

An investment company, Win Lose, recruit's employees to trade in the share market. For newcomers, they have a one-year probation period. During this period, the employees are given Rs. 1 lakh per month to invest the way they see fit. They are evaluated at the end of every month, using the following criteria:
1. If the total loss in any span of three consecutive months exceeds Rs. 20,000, their services are terminated at the end of that 3-month period,
2. If the total loss in any span of six consecutive months exceeds Rs. 10,000, their services are terminated at the end of that 6-month period.
Further, at the end of the 12-month probation period, if there are losses on their overall investment, their services are terminated.
Ratan, Shri, Tamal and Upanshu started working for Win Lose in January. Ratan was terminated after 4 months, Shri was terminated after 7 months, Tamal was terminated after 10 months, while Upanshu was not terminated even after 12 months. The table below, partially, lists their monthly profits (in Rs. ‘000’) over the 12-month period, where x, y and z are masked information.
Note:
• A negative profit value indicates a loss.
• The value in any cell is an integer.
Illustration: As Upanshu is continuing after March, that means his total profit during January-March (2z +2z +0) ≥
Rs.20,000. Similarly, as he is continuing after June, his total profit during January − June ≥
Rs.10,000, as well as his total profit during April-June ≥ Rs.10,000.

Business schools’ (B schools) curriculums are filled with group assignments and case competitions. Even when students have just joined the B schools, corporate houses try 38 to catch good talent early by promising them internships based on case competitions. These competitions involve solving the problems presented by the organizations, analyzing the challenges they currently face, and presenting solutions in a manner that convinces the organizations’ representatives.
For students who are just joining a B school, the capability to actually solve such problems is quite limited. Because of that, the corporate houses generally are more focused on the presentations made by groups. Hence, the groups that communicate better, most often, win these competitions.
Abirami joins MBS, a B school. As a fresher, she believes she needs to learn a lot about how organizations work and wants to work with others who have joined MBS and have work experience.

Selvam Tutorials offers exclusive face-to-face evening classes from Monday to Friday for students who are preparing for various entrance exams. Selvam Dindigul, the owner, operates from his ancestral house, situated in the middle of the city. There are several instructors, but each teaches only one of the following courses: quantitative ability, verbal ability and decision making. Selvam usually recruits fresh graduates, or those instructors who are working with other tutorials and seeking a job change. As Selvam Tutorials has been expanding aggressively over the past few years, managing it alone becomes challenging for Selvam. Hence, he recruits Kanmani Guna, his niece, who has an online MBA with specializations in Accountancy and HR, as a manager. He asks Kanmani to introduce modern HR practices at Selvam Tutorials while managing cost effectively.

Fine Elements Inc. is an Indian organization with a substantial presence in South and East India. The company is recruiting talent to expand in North and West India. The organization’s head of talent acquisition, Premnarayan, entrusts the interview process, a key stage in the recruitment process, to his line managers who take the responsibility of selecting candidates. Premnarayan, however, lays down stringent rules that the line managers need to follow to achieve consistent outcomes.
Joginder Mahato, a line manager, has been interviewing candidates. During the interview, Joginder realizes that one of the candidates, Animisha, called for the interview, does not satisfy the necessary condition of five years experience. Upon enquiring, he finds out that this happened due to an oversight by an inexperienced secretary who was asked to prepare the shortlist for the interview. However, as Animisha is present for the interview, he decides to conduct her interview. Joginder finds Animisha’s candidature to be the best among the candidates he has interviewed so far.

Abhishek, a student of a prestigious business school, gets interested in Payseasy, a fintech firm, after listening to a pre-placement talk by Neha Bhupati, a senior leader at the firm, and an alumna of the same business school. He joins Payseasy through campus placement. Neha plays a key role in recruiting him, seeing great potential in him. Abhishek starts working in the digital payments vertical under Mukesh Kumar, who reports directly to Neha. Mukesh, Abhishek’s direct superior, is impressed by his performance and rates him very high in the first year. Abhishek understands that if Mukesh consistently rates him as “Excellent Performer” for the second year as well, his chances of getting promoted will improve. (The organization promotes individuals who are consistently rated as “Excellent Performer” for at least two years by their immediate superiors.)
Over time, Abhishek realizes that the learning opportunities in his current role have plateaued. Given his longstanding interest in blockchain and cryptocurrency, he starts exploring opportunities in that vertical within the company. This change is not possible without the consent of his immediate boss, Mukesh. When Abhishek brings this up with Mukesh, he acknowledges Abhishek’s curiosity and enthusiasm; however, he emphasizes how Abhishek’s competencies fit him rightly into the current vertical. Mukesh assures Abhishek that more challenging assignments in the future are forthcoming, but he remains a good team player. Further, he shares his skepticism about the long-term prospects of cryptocurrency. Hence, Mukesh politely declines Abhishek’s request.

MultiKrack, one of the oldest FMCG companies in Eastern India, was run by the Malhotras, a traditional business family, for generations. The organization believed that key positions should be held only by family members and close friends.
But, as the organization grew in size, the top management decided to bring in fresh thinking and fill key positions from premier management institutions. The need for such a decision was also brought upon by changes in consumer preferences, which the top management felt could be best handled by recruiting premier talent from the younger generation (Gen Z).
MultiKrack drew the best talent, from premier management institutions, by offering highly attractive salaries. The first batch of Gen Z management trainees joined MultiKrack. Anindita was one of the seven management trainees recruited. She reported to Uday, a senior manager, who directly reported to the top management.
In one of the meetings, Uday was making a presentation on positioning their most popular product to make it more appealing to Gen Z. Unhappy with the discussion, Anindita candidly shared her concern regarding the assumptions Uday made about Gen Z. Uday immediately retorted: “Anindita, this is a discussion for adults. Kids, like you, should listen for a few months before sharing their opinion.” Further, he remarked, “you Gen Z have opinions about everything regardless of the subject.” Thereafter, he brushed aside any views Anindita attempted to share during the discussion. After the meeting, Anindita felt offended. However, when she discussed it with other management trainees, they did not find anything wrong with what Uday said. Even then, she decided to do something about such a treatment, since it would be seen as an approved behaviour.

Mr. Screwwala, a highly successful investment banker, had a career of nearly 25 years. In his circle, he was respected for his straight-shooter image and industrious behaviour. Screwwala loved travelling; he travelled extensively, both for his job and personal interests. He always wanted to share his life experiences with people at large.
He chanced upon such an opportunity when his old friend, Mr. Patel, a well-known publisher, offered Screwwala to publish a book based on his life experiences. Screwwala grabbed the opportunity; however, given his thorough nature, he took a three-year long sabbatical to finish the book.
During that period, Patel guided Screwwala at every step, reviewing every chapter personally. At the end, the book turned out to be a bestseller, and Screwwala became famous.
Patel had a new proposal for Screwwala: he wanted Screwwala to work on a detective novel. Patel promised him good money but proposed that Screwwala would only write the final chapter of the novel, after his co-authors had completed the first nine chapters. Screwwala was surprised at the offer; since he never tried writing anything creative, and definitely not fiction. He wanted to be sure whether he could actually measure up with the co-authors who were established creative writers.

Vidya, a Bachelor of Commerce graduate, secured admission to one of India’s premier business schools (B schools) called Best-Known School of Management (BKSM). Not long after her joining BKSM, she was struck by the calibre of her experienced peers. This, in turn, made her anxious about her placement. Hence, she reached out to one of her seniors, who had also joined BKSM as a fresher, for advice.
In conversations with the senior, Vidya learned that fresher were often advised to join student committees to strengthen their curriculum vitae (CVs) for placements. Confident of making it to one, she started preparing. Despite her confidence, she could not secure a spot in the prominent committees she aspired to join.
Frustrated and angry, Vidya began believing that committee selections were biased. Since the processes were entirely student-run, with minimal administrative oversight, she felt that she had no avenue to raise her concerns. Anjali, Vidya’s roommate in BKSM, told her about Why MBA, a social media platform where students often voiced their grievances anonymously.
Impulsively, Vidya secretly recorded her next committee interview. The interview turned out to be particularly harsh. Now, she was even more determined to post the transcript of the interview on Why MBA to teach a lesson to her seniors.

Acrucial moderating factor in how people experience comparisons is self-esteem. Individuals with high self-esteem are more likely to interpret upward comparison as informative rather than threatening. They are more resilient in the face of others’ success and more likely to believe they can reach their own goals. In contrast, people with low self-esteem are more prone to interpret comparison as judgment, reinforcing negative self-views and triggering feelings of inadequacy.
This dynamic creates a self-reinforcing loop. People with high self-esteem are less vulnerable to upward comparison, which intensifies those doubts. Those with a secure sense of self are more likely to use comparison as a learning tool. The same external stimulus—a colleague’s achievements, a friend’s popularity—can have radically different effects depending on internal stability.
Self-esteem also influences how people choose their comparison targets. Research has found that individuals often engage in “selective comparison,” seeking out those who confirm their existing beliefs about themselves. This can become a subtle form of self-sabotage. Someone who feels unworthy may subconsciously seek out targets that reinforce that sense, perpetuating a narrative of inferiority. One of the most promising antidotes to social comparison is temporal comparison—evaluating oneself not against others, but against one’s own past. This method has been shown to increase motivation and satisfaction, especially when individuals can see concrete progress. Temporal comparison activates the same reward circuits as social comparison but avoids the threat systems associated with social ranking. It also reinforces agency: individuals focus on what they can control and improve rather than what others control. In therapeutic and coaching settings, temporal comparison is used to help clients build self-efficacy and track growth over time.
Moreover, people who focus on self-improvement rather than social dominance are less likely to fall into cycles of envy or self-pity. They can still use others as inspiration, but they do so without attaching their self-worth to the outcome. This is not to say they never compare—but that they focus on learning, rather than judgment. The most skilful approach to comparison may lie in eliminating it, but in reframing it as feedback. When we interpret comparison as information rather than a verdict, we can ask, “What can I learn from this?” This shift turns comparison into a growth tool. Teachers mentor their students, not as rivals. Psychologists emphasize that the key variable here is mindset.
A fixed mindset sees comparison as a threat. If someone else is better, it means we are worse. A growth mindset sees comparison as a map. If someone else has reached a certain level, it means the path exists. This reframing is not just a cognitive trick. It changes the emotional tone of comparison, making it more likely to inspire than to wound. Reframing also requires emotional regulation—the ability to notice an initial pang of envy or shame without reacting impulsively. With practice, individuals can learn to pause, reflect, and reinterpret their emotional responses. Over time, this builds resilience and self-trust, allowing comparison to become a learning tool rather than a cage.