Dear readers,
This quiz consists of questions from various past papers of
MBA entrance exams. Leave your answers/ responses in the comments section below
and soon we’ll let you know the correct answers!
Direction for questions 1 to 10: Arrange sentences A,
B, C and D between sentences 1 and 6, so as to form a logical sequence of six
sentences.
1. 1. Currency
movements can have a dramatic impact on equity returns for foreign investors.
A. This is not surprising as many developing economies
try to peg their exchange rates to the US dollar or to a basket of currencies.
B. Many developing economies manage to keep exchange
rate volatility lower than that in the industrial economies.
C. India has also gone in for the full float on the
current account and abolished the managed
exchange rate.
D. Dramatic exceptions are Argentina, Brazil and
Nigeria.
6. Another
emerging market specific risk is liquidity risk.
a. ADBC b. CDAB c. BDAC d. CABD
2. 1. All human
beings are aware of the existence of a power greater than that of the mortals –
the name given to such a power by individuals is an outcome of birth, education
and choice.
A. This power provides an anchor in times of
adversity, difficulty and trouble.
B. Industrial organisations also contribute to the
veneration of this power by participating in religious ceremonies and
festivities organised by the employees.
C. Other philanthropic contributions by organisations include
the construction and maintenance of religious places such as temples or
gurdwaras.
D. Logically, therefore, such a power should be
remembered in good times also.
6. The top
management/managers should participate in all such events, irrespective of
their personal choice.
a. ADBC b. BCAD c. CADB d. DACB
3. 1. Total forgiveness for a mistake generates a
sense of complacency toward target achievement among the employees.
A. In such a situation the work ethos gets distorted
and individuals get a feeling that they can get away with any lapse.
B. The feeling that they develop is: whether I produce
results or not, the management will not punish me or does not have the guts to
punish me.
C. Also, excess laxity damages the management’s
credibility because for a long time, the management has maintained that
dysfunctional behaviour will result in punishment, and when something goes
wrong, it fails to take specific punitive action.
D. The severity of the punishment may be reduced by
modifying it, but some action must be taken against the guilty so as to serve
as a reminder for all others in the organization.
6.
Moreover, it helps establish the management’s image of being firm, fair and yet
human.
a. DCBA b. BACD c. DBCA d. CABD
4. 1. But the
vessel kept going away.
A. He looked around anxiously.
B. There was nothing to see but water and empty sky.
C. He could now barely see her funnel and masts when
heaved up on a high wave.
D. He did not know for what.
6. A
breaking wave slapped him in the face, choking him.
a. ADBC b. ACDB c. CADB d. ABCD
5. 1. Managers
must lead by example; they should not be averse to giving a hand in manual
work, if required.
A. They should also update their competence to guide
their subordinates; this would be possible only if they keep in regular touch
with new processes, machines, instruments, gauges, systems and gadgets.
B. Work must be allocated to different groups and team
members in clear, specific terms.
C. Too much of wall-building is detrimental to the
‘personal charisma’ of the leader whose presence should not be felt only
through notices, circulars or memos, but physically.
D. Simple, clean living among one’s people should be
insisted upon.
6. This
would mean the maintaining of an updated organization chart; laying down job
descriptions; identifying key result areas; setting personal targets; and above
all, monitoring of performance, to meet organizational goals.
a. BDAC b. BCDA c. ADCB d. ACDB
6. 1. The top management should perceive the true
worth of people and only then make friends.
A. Such ‘true friends’ are very few and very rare.
B. Factors such as affluence, riches, outward
sophistication and conceptual abilities are not
pre-requisites for genuine friendship.
C. Such people must be respected and kept close to the
heart.
D. Business realities call for developing a large
circle of acquaintances and contacts; however, all of them will be motivated by
their own self-interest and it would be wrong to treat them as genuine friends.
6. There
is always a need for real friends to whom one can turn for balanced, unselfish
advice, more so when one is caught in a dilemma.
a. ABCD b. ADBC c. ACDB d. ACBD
7. 1.
Managers, especially the successful ones, should guard against ascribing to
themselves qualities and attributes which they may not have, or may have in a
measure much less than what they think they have!
A. External appearances can be deceptive.
B. To initiate action, without being in possession of
full facts, can lead to disastrous results.
C. Also, one should develop confidantes who can be
used as sounding boards, in order to check one’s own thinking against that of
the others.
D. It is also useful to be receptive to feedback about
oneself so that a real understanding of the ‘self’ exists.
6. A false
perception can be like wearing coloured glasses – all facts get tainted by
colour of the glass and the mind interprets them wrongly to fit into the
perception.
a. DCAB b. BADC c. DABC d. BCAD
8. 1.
Conflicting demands for resources are always voiced by different departments in
an organisation.
A. Every manager examines the task entrusted to him
and evaluates the resources required.
B. Availability of resources in full measure makes
task achievement easy, because it reduces the effort needed to somehow make-do.
C. A safety cushion is built into demand for
resources, to offset the adverse impact of any cut
imposed by the seniors.
D. This aspect needs to be understood as a reality.
6. Dynamic, energetic, growth-oriented and wise managements
are always confronted with the inadequacy of resources with respect to one of
the four Ms (men, machines, money and
materials) and the two Ts (time and technology).
a. DABC b. ACBD c. ABCD d. BCDA
9. 1. Despite the passage of time, a large number of
conflicts continue to remain alive, because the wronged parties, in reality or
in imagination, wish to take revenge upon each other, thus creating a vicious
circle.
A. At times, managers are called upon to take ruthless
decisions in the long-term interests of the organization.
B. People hurt others, at times knowingly, to teach
them a lesson and, at other times, because they lack correct understanding of
the other person’s stand.
C. The delegation of any power, to any person, is
never absolute.
D. Every ruthless decision will be accepted easily if
the situation at the moment of committing the act is objectively analysed,
shared openly and discussed rationally.
6. Power is misused; its effects can last only for a
while, since employees are bound to confront it some day, more so, the talented
ones.
a. BCAD b. ADBC c. DABC d. BADC
10. 1. Managers
need to differentiate among those who commit an error once, those who are repetitively
errant but can be corrected, and those who are basically wicked.
A. The persons in this category will resort to
sweet-talk and make all sorts of promises on being caught, but, at the first
opportunity will revert to their bad ways.
B. Managers must take ruthless action against the
basically wicked and ensure their separation from the organization at the
earliest.
C. The first category needs to be corrected softly and
duly counselled; the second category should be dealt with firmly and duly counselled
till they realize the danger of persisting with their errant behaviour.
D. It is the last category of whom the managers must
be most wary.
6. The punishment must be fair and based on the
philosophy of giving all the possible opportunities and help prior to taking
ruthless action.
a. ADCB b. CDAB c. CADB d. BDAC
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Answers
1(d) 2(d)
3(b) 4(c) 5(d)
6(d) 7(a) 8(b)
9(d) 10(b)