List of top Questions asked in XAT- 2008

Read the passage below and answer the question that follows.

The Bistupur-Sakchi corner needs a speed-breaker. Loyola school children cross this intersection, on their way to the school, and many a times do not check out for traffic. I get to read regular reports of cars and other vehicles hitting children. I know that speed-breakers are irritating for drivers, and I know that children cannot be protected from every danger, but this is one of the worst intersections in town. There needs to be a speed-breaker so that vehicles have to slow down and the children be made safer.

Which of the following types of argument is used in the passage above?

Read the passage and the additional information below, then answer the question that follows.

The Bistupur-Sakchi corner needs a speed-breaker. Loyola school children cross this intersection, on their way to the school, and many a times do not check out for traffic. I get to read regular reports of cars and other vehicles hitting children. I know that speed-breakers are irritating for drivers, and I know that children cannot be protected from every danger, but this is one of the worst intersections in town. There needs to be a speed-breaker so that vehicles have to slow down and the children be made safer.

According to a recent research conducted by the district road planning department, ten percent of students come with parents in cars, twenty percent of students use auto-rickshaws, twenty percent of students use taxis, forty percent of students use the school buses, and ten percent of students live in the hostel inside the school.

Which of the following is true about the paragraph containing the survey data above?

Directions: Read the following caselet and answer the question that follows.

According to recent reports, CEOs of large organisations are paid more than CEOs of small organisations. It does not seem fair that just because a CEO is heading a big organisation, he or she should be paid more. A CEO's salary should be tied to performance, especially growth in sales and profits. Big organisations are of course more complex to run than small ones, but every CEO puts in a large amount of energy and time managing the organisation. There is no proof that CEOs of big organisations face more stress than CEOs of small organisations. All CEOs should be paid according to their performance.

Which of the following, if true, would strengthen the speaker's argument?

Directions: Read the following caselet and answer the question that follows.

According to recent reports, CEOs of large organisations are paid more than CEOs of small organisations. It does not seem fair that just because a CEO is heading a big organisation, he or she should be paid more. A CEO's salary should be tied to performance, especially growth in sales and profits. Big organisations are of course more complex to run than small ones, but every CEO puts in a large amount of energy and time managing the organisation. There is no proof that CEOs of big organisations face more stress than CEOs of small organisations. All CEOs should be paid according to their performance.

A person seeking to refute this argument might argue that

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: Which one of the following statements best summarizes the above passage?

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: Which of the following is closest to "conspicuous consumption" as used in the passage?

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: What is "mood congruence" as described in the passage?

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: Which of the following statements are correct, based on the passage? Statement 1: In general, emotions are object specific. Statement 2: In general, moods are not object specific. Statement 3: Moods and emotions are the same. Statement 4: As per Thayer, moods are a mix of biological and psychological influences.

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: The statement "moods provide energy for human actions" is ________, based on the passage.

Passage:

Every conscious mental state carries a quality we call mood. We are always in some mood, pleasant or unpleasant to some degree. Bad moods may come from too little positive reinforcement in a person's life, along with too many punishments. Moods differ from emotions in one clear way: emotions are tied to a specific object, while moods are not. This split is not perfect, since emotions can also be aimed at something broad (a person can be angry at people in general), while a mood still carries a general sense about the state of the world at large. Moods show up as positive or negative feelings linked to health, personality, or how good a person feels life is. Moods can also grow out of an emotion, such as the mood that follows a specific event like failing to secure a loan. In that sense, a mood is the mind's judgment on the recent past. Goldie notes that an emotion can rise and fall inside a mood, while an emotion can still carry traits that are not object specific.

Moods matter to marketing because they color outlook and bias judgment. This is why consumer confidence surveys matter, since consumer confidence reflects the national mood. There is mood congruence when a person's thoughts and actions fall in line with their mood. Goleman describes this as a constant stream of feeling that runs in perfect harmony with a person's stream of thought. Mood congruence happens because a positive mood brings pleasant associations that soften later thoughts and actions, while a negative mood brings pessimistic associations that shape later judgment and behavior. A consumer in a good mood is more optimistic and confident about buying, and more willing to put up with things like waiting in a queue. Businesses try to put customers in the right mood using music and friendly staff, or place bakeries inside malls so the smell of fresh bread pulls shoppers in.

Thayer treats mood as a mix of biological and psychological influences, a kind of clinical thermometer that reflects everything going on inside and outside a person. For Thayer, the two building blocks of mood are energy and tension, combined in different amounts. A specific mixture of energy and tension, together with the thoughts they influence, produces moods. He describes four mood states:
- Calm-energy: the optimal mood for feeling good.
- Calm-tiredness: mild tiredness without stress, which can still feel pleasant.
- Tense-energy: a low level of anxiety suited to a fight-or-flight response.
- Tense-tiredness: a mix of fatigue and anxiety behind the unpleasant feeling of depression.

People generally feel down or feel good because of events happening around them, and this adds up to the national mood. People feel elated when their national soccer team wins an international match, and low when the team loses. An elated mood of calm-energy is an optimistic mood, which is good for business. Consumers, as socially involved individuals, are shaped by the prevailing social climate, and marketers talk about the national mood running for or against conspicuous consumption. Moods do change. Writing early in the nineteenth century, Tocqueville describes an American elite embarrassed by showy material display; sixty years later, in the Gilded Age, many people were eager to embrace a showy, materialistic style instead. The hard part is predicting a shift in national mood, since a change in mood affects everything from buying stocks to buying houses and washing machines. Thayer would argue that we should watch for national events likely to push people toward a tense-tiredness state or a calm-energy state, since these two extremes are more likely to shape behavior. Artists sensitive to national moods capture these long-term shifts. One example is the emotional distance between Charles Dickens's sentimental account of the death of Little Nell and Oscar Wilde's cruel joke about it (that one would need a heart of stone not to laugh at the death of Little Nell), a shift from high Victorian sentiment to the sharper cynicism found later in writers like Thomas Hardy and artists like Aubrey Beardsley.

Whenever the mind is not fully absorbed, consciousness is no longer focused and ordered, and under such conditions the mind drifts toward unpleasant thoughts, building a negative mood. Csikszentmihalyi argues that the human need to keep consciousness fully active drives a good deal of consumer behavior. Sometimes it does not matter what a person is shopping for; the act of shopping itself is one way to fill the void in consciousness when there is nothing else to do.

Question: Implication and proposition are defined as follows. Implication: a statement that follows from the passage. Proposition: a statement that forms a part of the passage. Consider the two statements below and decide whether each is an implication or a proposition. Statement I: The marketers should understand and make use of moods and emotions in designing and selling products and services. Statement II: Consuming is nothing but a way of filling the void in consciousness.

The four sentences (labelled 1, 2, 3, 4) given below, when properly sequenced, form a coherent paragraph. Read the sentences and decide on the correct order for the paragraph.

1. The operation is what has to be done to one proposition in order to make other out of it.

2. Structure of proposition stands in internal relations to one another.

3. In order to give prominence to these internal relations we can adopt the following mode of expression: we can represent a proposition as the result of an operation that produces it out of other propositions (which are bases of the operation).

4. An operation is the expression of a relation between the structures of its result and of its bases.

Which of the following is the correct order?

The four sentences (labelled 1, 2, 3, 4) given below, when properly sequenced, form a coherent paragraph. Read the sentences and decide on the correct order for the paragraph.

1. The fact all contribute only to setting the problem, not to its solution.

2. How things are in the world is a matter of complete indifference for what is higher. God does not reveal himself in the world.

3. To view the world sub specie aeterni is to view it as a whole, a limited whole. Feeling the world as a limited whole, it is this that is mystical.

4. It is not how things are in the world that is mystical, but that it exists.

Which of the following is the correct order?

The four sentences (labelled 1, 2, 3, 4) given below, when properly sequenced, form a coherent paragraph. Read the sentences and decide on the correct order for the paragraph.

1. So too it is impossible for there to be any propositions of ethics. Propositions can express nothing that is higher.

2. The sense of the world must lie outside the world. In the world everything is as it is, and everything happens as it does happen: in it no value exists, and if it did exist it would have no value. If there is any value that does have value, it must lie outside the whole sphere of what happens and is the case. For all that happens and is the case is accidental. What makes it non-accidental cannot lie within the world, since if it did it would itself be accidental. It must lie outside the world.

3. It is clear that ethics cannot be put into words. Ethics is transcendental.

4. All propositions are of equal value.

Which of the following is the correct order?

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

The situation with Mr. Lal could have been avoided if Mr. Thakur had:
1. Delegated the task of negotiating wage contracts for night shift employees to the Personnel department.
2. Created a process for supervisors working the night shift so that they could have an opportunity to interact with him.
3. Created an open door policy that would have allowed employees to see him without any appointment.
4. Postponed the decision on wage revision for supervisors in the night shift for two months, since supervisors were rotated across different shifts every two months.
The option that best arranges the above managerial interventions in decreasing order of organisational impact is:

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

Apart from the supervisors working the night shift, executives of which department will have the most justified reasons to be unhappy with Mr. Thakur's initiative?
1. Production department, for not being consulted regarding the behaviour of the supervisors on the shop floor.
2. Finance department, for not being taken into confidence regarding the financial consequences of the wage contracts.
3. Marketing department, for not being consulted on the likely impact of the wage contracts on the image of the company.
4. Quality control, for not being able to give inputs to Mr. Thakur on how to improve the quality of the steel making process.
5. Personnel department, since it was their job to oversee wage policies for employees, and they had been ignored by Mr. Thakur.

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

Which of the following managerial attributes does Mr. Thakur seem to lack the most?

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

The most important causal factor for this entire episode could be:

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

Out of the following, which one seems to be the most likely cause of Ram Lal's grievance?

Read the following caselet and answer the question that follows.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd. (a steel manufacturing company), had just been visited by several other directors of the company. The directors were upset with the recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.

Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employee problems by dealing directly with individuals as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could show the management's concern for the employees. An important step Mr. Thakur took was to negotiate the wages of the supervisors with each supervisor one on one. In these negotiation meetings he did not involve anyone else, including the Personnel Department which reported to him, so that he could take an unbiased decision. After negotiation, a wage contract was drawn up for each supervisor. He felt this would recognise and reward the better performers. Mr. Thakur carried out this process for most of the supervisors, except those working the night shift. For them he drew up the contracts on his own, benchmarking the night shift supervisors' wages against the day shift supervisors' wages.

For several days, Ram Lal, a night shift supervisor, had been trying to get an appointment with Mr. Thakur about his wages. He was upset, not only because he could not see the president, but also because there had been no discussion about his wage contract before it was put into effect. As a family man with six dependents, he felt his weekly wage should be higher than what he had been given.

Last Thursday afternoon, Ram Lal stopped by the president's office and tried to see him. Mr. Thakur's secretary refused his request on the grounds that Mr. Thakur was busy. Angry, Ram Lal walked into the president's office and confronted the startled Mr. Thakur with his demand for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and raise his grievance through the official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.

The most likely premise behind Mr. Thakur's step of holding individual meetings with the supervisors seems to be:

Team A is a cricket team picking its playing eleven from its regular pool of batsmen for a league where it faces Teams B, C and D. The table below lists the past performance record of Team A's top 10 batsmen: their career batting average, and three tendencies expressed as a percentage of their innings, namely how often they get out for under 20 runs, how often they get out for a score close to their own average, and how often they go on to score more than a century.

For reference, the average score of the top 5 batsmen of each opposing team is: Team C, 270 runs; Team B, 215 runs; Team D, 180 runs; Team A (itself), 215 runs.

Team A would play the second match with D. Based on the statistics above, whom should the manager choose so that A has maximum chances of winning?

Team A is a cricket team picking its playing eleven from its regular pool of batsmen for a league where it faces Teams B, C and D. The table below lists the past performance record of Team A's top 10 batsmen: their career batting average, and three tendencies expressed as a percentage of their innings, namely how often they get out for under 20 runs, how often they get out for a score close to their own average, and how often they go on to score more than a century.

For reference, the average score of the top 5 batsmen of each opposing team is: Team C, 270 runs; Team B, 215 runs; Team D, 180 runs; Team A (itself), 215 runs.

Team A is playing its first match with team C. Based on the statistics above, whom should the manager choose so that the team has maximum chances of winning?

Read the following situation and choose the best possible alternative.

A database software company found out that a product it had recently launched had a few bugs. The product had already been bought by more than a million customers. The company knew that these bugs could cost its customers a lot of money or trouble. However, if it told customers about the bugs, it was afraid of losing its credibility in the market. What would be the most ethical option for the company?

Read the following situation and choose the best possible alternative.

The city of Nagar has a population of 10 million: 2 million are rich, 3 million are poor and 5 million belong to the middle class. Saundarya Cosmetics makes and sells beauty products to the rich class at a premium price, and its products are very popular with these customers. Many people from the middle and poor segments want to buy these products but cannot afford them because of the high prices. Lately, sales growth in the rich segment has been slowing down. Which of the following is the best option for Saundarya Cosmetics to increase its profits over the long term?

Read the following situation and choose the best possible alternative.

Seema was a finance manager at an MNC and felt that gender discrimination at her workplace was slowing down her career. Frustrated, she quit her job and started her own company. When she started the company, Seema decided to keep an equal number of male and female employees. Over the last six years, Seema has become a very successful entrepreneur and has grown her business to eight locations across the country. Recently, however, Seema has run into an ethical problem: many of her female employees are not willing to travel between cities or work late hours, even though the job needs this, while her male employees do this without hesitation. Seema is now under pressure to reduce the number of female employees, but she also knows that hiring equal numbers of men and women was one of the strongest reasons she started the company in the first place. What should she do as a responsible woman entrepreneur?

Team A is a cricket team picking its playing eleven from its regular pool of batsmen for a league where it faces Teams B, C and D. The table below lists the past performance record of Team A's top 10 batsmen: their career batting average, and three tendencies expressed as a percentage of their innings, namely how often they get out for under 20 runs, how often they get out for a score close to their own average, and how often they go on to score more than a century.

For reference, the average score of the top 5 batsmen of each opposing team is: Team C, 270 runs; Team B, 215 runs; Team D, 180 runs; Team A (itself), 215 runs.

Team A would play the third match with B. Based on the statistics above, whom should the manager choose so that A has maximum chances of winning?