HUMAN RESOURCES MANAGEMENT [CASICO]

1. WHAT CAN MANAGEMENT & UNION GUARANTEE IN COMPETENT ENVIRONMENT?a. EMPLOYMENT SECURITY

2. WHAT SHOULD THE ORGANIZATION DO, IN ORDER TO TERMINATE A PERON?a. HOLD AN ENQUIRY

3. WHICH PRINCIPLES SHOULD BE FOLLOWED IN CASE OF TERMINATION?a. PRINCIPLES OF NATURAL JUSTICE

4. WHAT ARE THE FORMS OF GRIEVANCE OF GRIEVANCES?a. FACTUAL / IMAGINATION / DISGUISED

5. WHAT IS THE PSYCHOLOGICAL FACTOR THAT INFLUENCES DECISION-MAKING PROCESS IN COLLECTIVE BARGAINING?

a. ATTITUDE6. WHAT DO YOU CALL A COMPONENT OF SALARY WHICH IS IN KIND, BUT HAS A MONETARY VALUE?

a. BENEFIT7. NAME THE COMPENSABLE FACTOR USED IN HAY SYSTEM?

a. KNOW-HOW / PROBLEM-SOLVING / ACCOUNTABILITY8. NAME THE COMPONENTS OF CARRIER MANAGEMENT?

a. SELF-ASSESSMENT / REALITY-CHECKING / GOAL-SETTING / ACTION-PLANNING]9. HOW IS PAY STRUCTURE DETERMINED?

a. LABOUR MARKET / LEGISLATION / COLLECTIVE BARGAINING / ABILITY TO PAY10. WHAT DO WE CALL THE PROCESS WHEREIN EMPLOYEES THEMSELVES FORMULATE & IMPLEMENT

CHANGE?a. ORGANIZATION DEVELOPMENT

11. NAME THE ASPECTS IN WHICH HR PERSON CAN BRING ABOUT A CHANGE?a. STRATEGY / CULTURE / STRUCTURE / TECHNOLOGY

12. NAME THE THREE TYPES OF TRAINING METHODS?a. PRESENTATION METHOD / HANDS ON METHOD / GROUP BUILDING

13. STATE THE DIFFERENCES BETWEEN LEARNING PRINCIPLE IN CAPABILITY & ABILITY LEARNING?a. CAPABILITY: MEANINGFULNESS OF TRAINING MATERIAL b. ABILITY: MODELING

14. LIST THE METHODS OF SELECTION?a. TEST / INTERVIEW / REFERENCE CHECKING / MEDICAL EXAMINATION

15. NAME THE METHODS OF FORECASTING MANPOWER PLANNING?a. TREND ANALYSIS / RATIO ANALYSIS / SCATTER PLOT / DELPHI TECHNIQUE

16. NAME THE FACTORS OF JOB CHARACTERISTICS MODEL?a. SKILL VARIETY / TASK IDENTITY / TASK SIGNIFICANCE / AUTONOMY / FEEDBACK

17. STATE THE METHODS OF JOB ANALYSIS?a. OBSERVATION / INTERVIEW

18. WHAT DOES HRD CONSIST OF?a. DEVELOPMENT OF PEOPLE / CAREER MANAGEMENT / ORGANIZATION DEVELOPMENT

19. WHAT DO WE BRING TO OUR PLACE OF WORK?a. KNOWLEDGE / ATTITUDE

20. WHAT DOES KNOWLEDGE PROVIDE?a. CAPABILITY & ABILITY TO PERFORM

21. IN WHICH ACTIVITY DOES VALUE ADDITION TAKE PLACE?a. CORE ACTIVITIES

22. IF PRODUCTIVITY GOES UP, WHAT COMES DOWN?a. COST & TIME

23. NAME THE TWO BENEFITS FOR WHICH PEOPLE WORK?a. TANGIBLE / INTANGIBLE

24. WHEN WILL PEOPLE GIVE THEIR BEST IN A WORK?a. ALIGNMENT OF SELF-GOAL WITH ORGANIZATION GOAL

25. WHAT IS THE ISSUE BEFORE MANAGEMENT WITH RESPECT TO PEOPLE?a. NOT WILLINGNESS TO WORK, BUT WHAT WE WANT TO GET OUT OF OUR CAREER.

OB [FROM FRED LUTHANS]1. WHAT IS UNIQUE INTERPRETATION OF A SITUATION CALLED AS?

a. PERCEPTION2. WHEN WE SELECT ONLY ONE STIMULUS, WHAT DO WE CALL THIS PROCESS AS?

a. PERCEPTUAL SELECTIVITY3. NAME THE TWO TYPES OF ATTRIBUTION?

a. DISPOSITION / SITUATIONAL4. WHAT IS THE PRECAUTION ONE SHOULD TAKE WHILE PUTTING BEST FOOT FORWARD?

a. DO NOT DO IT AT THE COST OF ONE’S IDENTITY/ INTEGRITY5. NAME THE STRATEGY ONE FOLLOWS IN DEMOTION

a. PREVENTIVE6. NAME THE PROCESS WHICH EXPLAINS AS TO WHY THE PEOPLE BEHAVE DIFFERENTLY IN AN

ORGANIZATION?a. SOCIALIZATION

7. NAME THE TWO BASIC MENTAL PROCESSES IN MBTI TEST?

a. PERCEPTION & JUDGMENT8. NAME THE BARRIERS THAT PREVENT CHANGE IN ATTITUDE?

a. PRIOR COMMITMENT / INSUFFICIENT INFORMATION9. NAME THE FACTORS THAT CONTRIBUTE TO MOTIVATIONAL DIFFERENCE ACROSS CULTURE?

a. ROLE OF RELIGION / UNCERTAINTY AVOIDANCE / POWER DISTANCE10. WHAT IS CONCERNED WITH OPTIMAL HUMAN FUNCTIONING?

a. POSITIVE PSYCHOLOGY

COMPENSATION MANAGEMENT1. WHICH COST IS CRITICAL IN GLOBAL ECONOMY?

a. LABOUR COST2. IF COMPENSATION PROGRAM & STRATEGIC PLAN GETS ALIGNED WHAT DOES ORGANIZATION GET?

a. COMPETITIVE ADVANTAGE3. HOW CAN ORGANIZATION BE COMPETITIVE & PROFITABLE IN PROVIDING GOODS & SERVICES

WITHIN A GLOBAL ECONOMY?a. BY ALIGNING COMPENSATION COST & PRODUCTIVITY

4. WHAT SHOULD PEOPLE HAVE IN ORDER TO BE SUCCESSFUL IN A KNOWLEDGE BASED CAPITALISTIC WORLD?

a. PASSION FOR LEARNING.5. ON WHAT DOES VALUE OF PAYMENT DEPEND?

a. EMPLOYEE PERCEPTION6. WHAT NEEDS OF PEOPLE DOES REWARD SATISFY?

a. EMOTIONAL & INTELLECTUAL7. ON WHAT DOES ORGANIZATION OUTPUT DEPEND?

a. SKILL / INTEREST / EFFORT8. WHAT HAS AN EFFECT ON INDIVIDUAL BEHAVIOUR?

a. PAY / JOB / ORGANIZATION SATISFACTION9. WHAT DOES PAY RELATIONSHIP INCLUDE?

a. PAY EQUITY & PAY RATIO 10. WHAT IS THE RECOMMENDED TOP BOTTOM RATIO FOR BOTH SMALL / LARGE ORGANIZATION?

a. SMALL 15:1b. LARGE 25:1

HUMAN RESOURCES MANAGEMENT [CASICO]

1. WHY IS IT A CHALLENGE FOR A MANAGER TO MANAGE PEOPLE?a. PEOPLE ARE UNIQUE

2. WHEN WILL PEOPLE GIVE THEIR BEST TO THEIR ORGANIZATION?a. ALIGNMENT OF INDIVIDUAL & ORGANIZATION GOALS

3. NAME THE TWO FACTORS SEEK SELF-FULFILLMENT WHILE WORKING?a. TANGIBLE / INTANGIBLE FACTORS

4. HOW DO WE ENHANCE QUALITY OF WORK LIFE IN AN ORGANIZATION?a. INVEST IN T&D / INVOLVE IN PROBLEM-SOLVING / PARTICIPATE IN DECISION-MAKING

/ JOB ENLARGEMENT / SHARE PRODUCTIVITY GAINS5. WHAT DOES ORGANIZATION DRAW FROM AN ENVIRONMENT?

a. RESOURCES6. WHAT SHOULD ORGANIZATION DO WITH PRODUCTIVITY GAIN?

a. SHARE WITH EMPLOYEES7. IN WHICH ACTIVITY VALUE ADDITION TAKE PLACE?

a. CORE8. NAME THE SOURCES OF ABILITY TO PERFORM?

a. KNOWLEDGE / EXPERIENCE9. WHAT DO PEOPLE BRING TO AN ORGANIZATION?

a. KNOWLEDGE & ATTITUDE10. HOW DO PEOPLE CONTRIBUTE TO AN ORGANIZATION?

a. THROUGH DECISION MAKING PROCESS11. WHAT IS TASK?

a. SINGLE ACTIVITY WITH A PURPOSE12. DEFINE DUTY?

a. SERIES OF ACTIVITIES13. DEFINE METHODS OF JOB-ANALYSIS?

a. OBSERVATION / QUESTIONNAIRE / EXPERTS / SENIORS14. TO WHOM SHOULD ONE DELEGATE?

a. KNOWLEDGEABLE PERSON15. WHAT IS JOB SPECIFICATION?

a. DEMAND MADE BY THE JOB ON AN INDIVIDUAL IN TERMS OF KNOWLEDGE / EXPERIENCE16. NAME THE THREE METHODS OF INCREASING RESPONSIBILITIES IN DE-JOBBING?

a. JOB ENRICHMENT / JOB ENLARGEMENT / JOB ROTATION17. WHAT IS JOB ENLARGEMENT?

a. INCREASING THE SCOPE OF THE JOB18. WHAT IS COMPETENCY?

a. KNOWLEDGE PLUS ATTITUDE19. WHAT SHOULD EVERY JOB HAVE?

a. SKILL VARIETY / TASK SIGNIFICANCE / TASK IDENTITY / AUTONOMY / FEEDBACK20. WHAT ARE THE OUTCOMES OF JOB CHARACTERISTICS MODEL ON AN ORGANIZATION?

a. HIGH QUALITY WORK PERFORMANCE

ORGANIZATION BEHAVIOUR.[FRED LUTHANS]

1. WHAT DO PEOPLE PROVIDE TO AN ORGANIZATION?a. COMPETITIVE ADVANTAGE

2. NAME THE DIMENSIONS OF HOFSTEADE’S MODEL?a. INDIVIDUALISM VS COLLECTIVISM / POWER DISTANCE / UNCERTAINTY AVOIDANCE /

MASCULINE VS. FEMINISM 3. NAME THE DIMENSIONS OF TROMPENAAR’S MODEL?

a. UNIVERSALISM VS. PARTICULARISM / INDIVIDUALISM VS, COLLECTIVISM / NEUTRAL VS. AFFECTIVE / SPECIFIC VS. DIFFUSE / ACHIEVEMENT VS. ASCRIPTION

4. WHAT DOES DIVERSITY IMPLY?a. DIFFERENCES AMONG PEOPLE IN GROUP / ORGANIZATION

5. STATE THE TWO APPROACHES TO MANAGE DIVERSITY?a. INDIVIDUAL & ORGANIZATION

6. STATE THE FACTORS THAT INFLUENCE ETHICAL BEHAVIOUR?a. FAMILY / FRIENDS / NEIGHBOURS / EDUCATION / RELIGION / MEDIA

7. NAME THE THREE CHARACTERISTICS OF LEARNING ORGANIZATION?a. PRESENCE OF TENSION / SYSTEM THINKING / CULTURE FACILITATING LEARNING

8. WHAT PURPOSE DOES THE PROCESS OF SOCIALIZATION SERVE IN A FIRM?a. MAINTENANCE OF CULTURE

9. WHAT ARE THE PRECAUTIONS AN ORGANIZATION TAKE IN THE PROCESS OF CHANGING CULTURE?a. DO NOT ABANDON ROOTS / BLINDLY ABANDON CORE BUT DISTINCTIVE COMPETENCY

10. NAME THE TYPES OF REWARD?a. MONEY / RECOGNITION / BENEFIT

INTERNATIONAL HRM1. WHAT IS THE SOURCE OF SUCCESS OF AN ORGANIZATION IN A GLOBAL MARKET PLACE?

a. ABILITY TO PLAN, ATTRACT, DEVELOP & RETAIN CAPABLE & COMMITTED PEOPLE2. WHAT IS THE BIGGEST CHALLENGE BEFORE MANAGEMENT IN GLOBALIZATION?

a. BALANCING LOCAL CONTEXT IN GLOBAL WORKFORCE MANAGEMENT3. LIST THE TWO TYPES OF INNOVATION?

a. MANAGEMENT PRACTICES / TECHNOLOGICAL INNOVATION4. LIST THE INTERNAL FACTORS THAT AFFECT GLOBAL WORKFORCE?

a. COMPANY CULTURE / CLIMATE / STRATEGY / STRUCTURE5. WHICH MODEL A GLOBAL ORGANIZATION SHOULD NOT FOLLOW?

a. ETHNOCENTRIC6. WHAT DOES CULTURE INFLUENCE?

a. VALUES / ATTITUDES / BEHAVIOUR7. WHAT SHOULD AN ORGANIZATION DO TO MANAGE HR EFFECTIVELY AT HOME & ABROAD?

a. KNOW / MANAGE / ASSESS EMPLOYEES AT AN INDIVIDUAL LEVEL8. LIST THE DIMENSIONS OF TROMPENNAARS MODEL?

a. UNIVERSALISM: PARTICULARISM / SPECIFIC: DIFFUSE / ACHIEVEMENT: ASCRIPTION / INDIVIDUALISM: COLLECTIVISM / EMOTIONAL: NEUTRAL / TIME ORIENTATION / ORIENTATION TO NATURE

9. WHICH IS THE BEST APPROACH IN GETTING NEW IDEAS IN THE AREA OF MANAGEMENT & ORGANIZATIONS?

a. BENCHMARKING10. WHAT ARE THE PRECAUTIONS A GLOBAL ORGANIZATION IS SUPPOSED TO TAKE WITH RESPECT TO

CULTURE?a. BE SENSITIVE TO CULTURAL DIFFERENCESb. APPRECIATE COMMONALITIES HUMAN FAMILYc. NOT TO OVERESTIMATE THE IMPACT OF CULTURAL DIFFERENCES

ORGANIZATION DEVELOPMENTOBJECTIVE TEST:

MARKS: 40DURATION: 100 MINUTES

1. AT WHICH PROCESS, OD EXERCISE TARGETS?a. HUMAN & SOCIAL PROCESSES

2. WHAT ARE THE GOALS OF OD?

a. IMPROVE FUNCTIONING OF EMPLOYEESb. TEACH ORGANIZATION TO IMPROVE ITS FUNCTIONING CONTINUOUSLY

3. WHAT IS THE PROPOSITION THAT TELLS US HOW THE WORLD WORKS, & WHICH WE ACCEPT AS TRUE?

a. BELIEF4. WHAT CLASSIFIES BELIEFS INTO GOOD OR BAD

a. VALUES5. WHAT IS THE TERM, USED, WHEREIN BELIEFS ARE TAKEN FOR GRANTED?

a. ASSUMPTIONS6. WHAT ARE OD VALUES?

a. HUMANISTIC b. OPTIMISTICc. DEMOCRATIC

7. WHAT DO MOST WANT TO DEVELOP?a. POTENTIAL

8. WHAT DO MOST PEOPLE DESIRE TO MAKE & ARE CAPABLE OF MAKING THAN THE ORGANIZATIONAL ENVIRONMENT PERMITS?

a. CONTRIBUTION TO ATTAINING ORGANIZATIONAL GOALS9. WHAT DO ATTITUDINAL &MOTIVATIONAL PROBLEMS REQUIRE?

a. INTERACTIVE & TRANSACTIONAL INTERACTIONS10. WHICH NEEDS DO TEAM SATISFY?

a. EMOTIONAL & SOCIAL NEEDS11. WHERE DOES PROBLEM LIE IN AN ORGANIZATION?

a. SYSTEM & NOT PEOPLE12. WHAT ARE THE OUTCOMES OF PUTTING PEOPLE FIRST?

a. HANDSOME PROFITS & PERFORMANCE13. HOW SHOULD WE TREAT PEOPLE, IF WE HAVE TO TRANSFORM THE ORGANIZATION?

a. WITH RESPECT14. NAME THE THREE STAGES IN KURT LEWIN’S MODEL?

a. UNFREEZING / MOVEMENT / REFREEZING15. IN BEYOND QUICK FIX, NAME THE FIVE CRITICAL POINTS AT, WHICH INTERVENTION SHOULD

BE AIMED?a. CULTURAL / MANAGEMENT SKILL / TEAM BUILDING / STRATEGY STRUCTURE / REWARD

SYSTEM.16. NAME THE TWO ORDER CHANGES IN BURKE-LITWIN MODEL?

a. TRANSACTION AL & TRANSFORMATIONAL17. WHAT DOES BURKE-LITWIN MODEL DIFFERENTIATE?

a. ORGANIZATION CLIMATE & ORGANIZATIONAL CULTURE18. IN PORRAS ROBERTSON MODEL WHAT PLAY A CENTRAL ROLE?

a. WORK-SETTING19. WHAT DOES A SYSTEM DETONATES?

a. INTERDEPENDENCY / INTERCONNECTEDNESS / INTERRELATEDNESS?20. WHAT IS ENTROPY?

a. DISINTEGRATION OF SYSTEM

21. WHAT IS COMMON IN ACTION RESEARCH & PROBLEM-SOLVING APPROACH?a. PROCESS ACTIVITIES

22. NAME THE STRUCTURE THAT IS SPECIALLY PROGRAMS CREATED FOR PLANNING GUIDING CHANGE IN AN ORGANIZATION?

a. PARALLEL LEARNING STRUCTURE23. WHAT DO WE CALL A SYSTEM WITH MULTIPLE PATHS TO GOALS?

a. EQUIFINALITY24. WHAT DOES OD INTERVENTION INCREASE?

a. INVOLVEMENT & PARTICIPATION25. NAME THE TYPES OF STRATEGIES FOR BRINGING ABOUT A CHANGE?

a. EMPIRICAL-RATIONAL / NORMATIVE-RE-EDUCATIVE / POWER-COERCIVE26. WHAT DOES OD PROCESS CONSIST OF?

a. DIAGNOSIS / SELECTING INTERVENTIONS / IMPLEMENTING THE SELECTED INTERVENTIONS

27. IN A SIX-BOX MODEL WHERE CAN PROBLEM EXISTS?a. PURPOSE / STRUCTURE / REWARDS / HELPFUL MECHANISM / RELATIONSHIPS /

LEADERSHIP28. NAME THE THREE REVOLUTIONS?

a. AGRICULTURE / INDUSTRIAL / IT29. IN THIRD WAVE WHERE DOES THE OD CONSULTANT FOCUS?

a. WELLNESS OF THE ORGANIZATION30. NAME THE GOALS OF AN INTERVENTION ACTIVITY?

a. EDUCATIONAL / ACCOMPLISHMENT31. WHAT TYPE OF SKILLS DO TEAM MEMBERS HAVE?

a. COMPLIMENTARY32. HOW ARE DECISIONS TAKEN IN A TEAM?

a. CONSENSUS33. WHO ARE THE MAJOR PLAYERS IN A TEAM BUILDING EXERCISE?

a. CONSULTANT / GROUP LEADER / GROUP MEMBERS34. HOW IS TEAM’S EFFECTIVENESS IMPROVED?

a. BETTER MANAGEMENT OF TASK / RELATIONSHIPS / PROCESSES35. NAME THE EXERCISE IN, WHICH PARTICIPANT’S COOPERATION & ASSUMES NO SERIOUS

CONFLICT SITUATIONS?a. INTERDEPENDENCY EXERCISE

36. WHAT IS THE BELIEF ON WHICH GESTALT’S APPROACH IS BASED?a. PERSON FUNCTIONS AS A WHOLE TOTAL ORGANISMS

37. WHAT DO WE CALL THE SUMMARY OF THE ROLE PREPARED BY THE INCUMBENT CALLED?a. ROLE PROFILE

38. WHAT IS CONTRACT SETTING?a. CHANGE CERTAIN BEHAVIOUR OF SELF IN RETURN FOR CHANGES IN BEHAVIOUR OF

OTHER?39. IN FORCE FIELD ANALYSIS HOW DO WE MAINTAIN BALANCE?

a. SHIFTING EQUILIBRIUM40. HOW SHOULD WE ADDRESS INTERVENTION?

a. EMPATHY & SKILL41. WHAT IS THE FOCUS OF INTERGROUP TEAM BUILDING INTERVENTION?

a. IMPROVE INTERGROUP RELATIONS

42. WHAT SHOULD WE KNOW FOR AN ACCURATE DIAGNOSIS OF A CONFLICT?

a. SOURCE OF CONFLICT

43. NAME THE TWO TYPES OF CONFLICT:

a. SUBSTANTIVE / EMOTIONAL

44. NAME THE INTERVENTION WHEREIN ONE GROUP MEMBERS GETS FEEDBACK FROM ANOTHER GROUP

AS TO HOW IT IS PERCEIVED?

a. ORGANIZATION MIRROR INTERVENTION

45. HOW DO WE RESOLVE CONFLICTS BETWEEN TWO OR MORE ORGANIZATIONS?

a. PARTNERING

46. IN COMPREHENSIVE INTERVENTION, WHICH CHANGE IS ADDRESSED?

a. CULTURAL

47. NAME THE THREE PHASES IN SEARCH CONFERENCE & FUTURE SEARCH CONFERENCES?

a. ENVIRONMENTAL APPROACH / SYSTEM ANALYSIS / INTEGRATION OF SYSTEM &

ENVIRONMENT

48. WHAT IS THE NAME MEETING WHEREIN THE HEALTH OF THE ORGANIZATION IS DISCUSSED?

a. BECKHARD’S CONFRONTATION MEETING

49. WHAT DO WE CALL A SYSTEM WHEREIN THE PROBLEMS ARE DISPLAYED GRAPHICALLY?

a. STREAM ANALYSIS

50. NAME THE TWO COMPONENTS OF SURVEY FEEDBACK?

a. ATTITUDE / FEEDBACK

51. WHICH SYSTEM IS BASED ON MEASURES PERTAINING TO LEADERSHIP, ORGANIZATIONAL CLIMATE

& JOB SATISFACTION

a. SYSTEMS 1-4T

52. NAME THE INTERVENTION THAT IS BASED ON A PRINCIPLE THAT ORGANIZATION IS A MIRACLE

TO BE EMBRACED & NOT A PROBLEM TO BE SOLVED?

a. APPRECIATIVE ENQUIRY

53. WHICH MODEL DO WE TRY TO IMPLEMENT IN GRID OD EXERCISE?

a. CORPORATE EXCELLENCE MODEL

54. IN WHICH SYSTEM DOES THE GROUP FINDS OUT THE DIFFERENCE BETWEEN ARTIFACTS /

ESPOUSED VALUES / UNDERLYING ASSUMPTION

a. SCHEIN’S CULTURAL ANALYSIS

55. NAME THE INTERVENTION WHICH IS AIMED AT BRINGING ABOUT CHANGES IN THE TASK,

STRUCTURAL, TECHNOLOGICAL & GOAL PROCESSES?

a. STRUCTURAL ANALYSIS

56. HOW IS SOCIO-TECHNICAL SYSTEM IMPLEMENTED?

a. PARTICIPATIVE METHOD

57. IN WHICH SKILLS ARE MEMBERS OF SELF MANAGED TEAM MEMBERS ARE TRAINED?

a. MULTIPLE SKILLS

58. HOW DO WE ENHANCE MOTIVATION & PERFORMANCE IN A ONE’S JOB?

a. WORK REDESIGN

59. NAME THE TERM WHERE PARTICIPATION PROBLEM-SOLVING IS DONE AT SHOP FLOOR LEVEL?

a. QUALITY CIRCLE

60. IN QUALITY WORK LIFE PROJECTS, HOW DO WE ENCOURAGE SKILL DEVELOPMENT?

a. JOB ROTATION

61. NAME THE PROJECT WHERE SEVERAL DIMENSIONS OF THE ORGANIZATION OF WORK IS

RESTRUCTURED?

a. QUALITY OF WORK LIFE PROJECTS

62. WHAT DO WE CALL, WHERE ORGANIZATION IS ESTABLISHED WITHIN ONGOING ORGANIZATION?

a. PARALLEL LEARNING STRUCTURE

63. WHAT SHOULD BE MADE CONGRUENT WITH OD ASSUMPTIONS & OD PROCESSES?

a. PHYSICAL SETTING

64. IN TQM ON WHAT DO WE LAY HEAVY EMPHASIS ON?

a. CUSTOMER [EXTERNAL / INTERNAL]

65. WHAT DO WE CALL STREAMLINING OF BUSINESS PROCESSES?

a. REENGINEERING

66. WHAT SHOULD THE ORGANIZATION HAVE TO TRANSFORM ITSELF TO ACHIEVE HIGH PERFORMANCE?

a. BUILT IN CAPACITY

67. WHAT TYPE OF INTERVENTIONS ARE NEEDED IN BRINGING ABOUT LARGE SCALE SYSTEM CHANGE?

a. MULTIPLICITY OF INTERVENTIONS

68. WHAT SHOULD A CONSULTANT OFFER TO A CLIENT?

a. RANGE OF OPTIONS

69. IN WHICH AREA SHOULD THE CONSULTANT BE AN EXPERT?

a. PROCESS

70. ON WHAT ARE OD EFFORTS INTERDEPENDENT?

a. HR POLICIES & PRACTICES

71. HOW DO MEMBERS ADAPT TO CHANGE?

a. EXPERIENTIAL DISCOVERY

72. IN A CHANGE PROCESS WHAT SHOULD BE SHARED?

a. PAIN & BENEFITS

73. WHAT IS CRUCIAL IM MAINTAINING THE MOMENTUM OF CONTINUOUS IMPROVEMENT EFFORTS?

a. LEADERSHIP BEHAVIOUR

74. TO BRING ABOUT IMPROVEMENT IN PROCESSES, HOW DO WE MINIMIZE DYSFUNCTIONAL

CONSEQUENCE?

a. REWARD

75. WHAT TYPE OF FEEDBACK WE SHOULD GIVE?

a. CONSTRUCTIVE

76. WHAT IS TYPE OF BARGAINING WHEREIN PRODUCTIVITY & QUALITY OF WORK LIFE IS

NEGOTIATED?

a. INTEGRATIVE BARGAINING

77. WHAT DO WE CALL THE TERM WHEN POWER IS CONVERTED INTO ACTION?

a. POLITICS

78. NAME THE TWO CRITERIA FOR ALLOCATION OF RESOURCES?

a. COOPERATION & COMPETITION

79. HOW DO WE INCREASE ONE’S POSITION & PERSONAL POWER IN AN ORGANIZATION?

a. NETWORKING

80. NAME THE TWO APPROACHES IN EFFECTIVE OD INTERVENTIONS?

a. PEOPLE ORIENTED & RESEARCH ORIENTED

TRAINING & DEVELOPMENT

MARKS: 40 DURATION 80 MINUTES

1. HOW DOES TRAINING PROVIDE COMPETITIVE ADVANTAGE?

a. CREATING INTELLECTUAL CAPITAL

2. WHAT SHOULD TRAINING ENCOURAGE?

a. CONTINUOUS LEARNING

3. WHAT DO WE CALL AN ORGANIZATION THAT CONTINUOUSLY LEARN &APPLY WHAT THEY HAVE

LEARNED TO IMPROVE PRODUCT OR SERVICE QUALITY?

a. LEARNING ORGANIZATION

4. NAME THE COMPETITIVE CHALLENGES AN ORGANIZATION FACES?

a. QUALITY / GLOBALIZATION / PERFORMANCE / SOCIAL

5. STATE THE NEW ROLES OF TRAINING?

a. CREATING & SHARING KNOWLEDGE / LINKED TO BUSINESS NEEDS / UNDERSTANDING

INTERRELATIONSHIPS BETWEEN DEPARTMENTS / MOTIVATING EMPLOYEES TO BE

INNOVATIVE

6. NAME THE THREE PRINCIPLES OF VTO?

a. EMPLOYEES RESPONSIBLE FOR LEARNING / LEARNING TAKES PLACE AT WORKPLACE /

RELATIONSHIP BETWEEN MANAGER & SUBORDINATE IS CRUCIAL

7. WHAT CAN BE ADDRESSED BY TRAINING?

a. LACK OF KNOWLEDGE

8. WHAT SHOULD TRAINING IN AN ORGANIZATION CONTRIBUTE?

a. ACCOMPLISHMENT OF STRATEGIC OBJECTIVES

9. WHAT SHOULD THE TRAINEE DO WHEN SPONSORED FOR TRAINING?

a. UNLEARN THE PAST FIRST

10. WHAT SHOULD THE TRAINEE DO AFTER TRAINING HAS BEEN IMPARTED?

a. APPLY THE TRAINING

11. NAME THE THREE CHARACTERISTICS THAT INFLUENCE LEARNING?

a. BASIC SKILLS / SELF-EFFICACY / AWARE OF CAREER INTEREST

12. IN TASK ANALYSIS, WHAT DOES AN EMPLOYEE LEARN?

a. CAPABILITY & ABILITY TO PERFORM NEW TASKS

13. WHAT IS THE TREND IN ASSESSING TRAINING NEEDS IN TODAY’S COMPETITIVE ENVIRONMENT?

a. COMPETENCIES

14. WHAT SHOULD BE THE OUTCOME OF TRAINING?

a. LEARNING

15. WHAT INFLUENCES LEARNING TO TAKE PLACE?

a. TRAINING ENVIRONMENT / DESIGNING OF TRAINING PROGRAM

16. DEFINE LEARNING?

a. PERMANENT CHANGE IN CAPABILITIES

17. WHAT IS THE OUTCOME OF REINFORCEMENT THEORY?

a. BEHAVIOUR MODIFICATION

18. NAME THE TYPES OF REINFORCEMENT?

a. VARIABLE RATIO / FIXED RATIO / VARIABLE INTERVAL / FIXED INTERVAL

19. TO SUSTAIN THE PERFORMANCE FOR A LONG PERIOD OF TIME, WITH WHICH REINFORCEMENT WE

SHOULD BEGIN?

a. CONTINUOUS

20. WHAT DOES SOCIAL THEORY EMPHASIS?

a. PEOPLE LEARN BY OBSERVING OTHERS

21. WHAT DOES GOAL DO TO AN INDIVIDUAL?

a. INFLUENCES ONE’S BEHAVIOR

22. WHAT DOES NEED THEORY EXPLAINS?

a. VALUE ONE PLACES ON CERTAIN OUTCOMES

23. NAME THE THREE FACTORS ON WHICH BEHAVIOUR OF AN INDIVIDUAL IS BASED?

a. EXPECTANCY / INSTRUMENTALITY / VALENCE

24. IN ADULT LEARNING THEORY, WHO ARE RESPONSIBLE FOR CREATING LEARNING EXPERIENCE &

ENSURING LEARNING TAKES PLACE?

a. LEARNER & TRAINER

25. WHERE IS THE EMPHASIS IN INFORMATION PROCESSING THEORY?

a. INTERNAL PROCESS

26. WHAT DOES GENERALIZATION MEAN?

a. USING LEARNING IS SIMILAR BUT NOT IDENTICAL SITUATION

27. WHAT IS GRATIFICATION?

a. FEEDBACK THE LEARNER RECEIVES

28. NAME THE THREE FACTORS THAT INFLUENCE LEARNING, RETENTION, MAINTENANCE, &

GENERALIZATION?

a. TRAINING DESIGN / TRAINEE’S CHARACTERISTICS / WORK ENVIRONMENT

29. DEFINE LEARNING ORGANIZATION?

a. HAS ENHANCED CAPACITY TO LEARN / ADAPT / CHANGE

30. WHAT TYPE OF LEARNING IS EMPHASIZED IN AN LEARNING ORGANIZATION?

a. CONTINUOUS LEARNING

31. NAME THE TWO TYPES OF EVALUATION?

a. FORMATIVE / SUMMATIVE

32. NAME THE FOUR CRITERIA USED IN KIRKPATRICK’S MODEL?

a. REACTION / LEARNING / BEHAVIOUR / RESULTS

33. DEFINE ROI?

a. BENEFITS TO BE GREATER THAN COST OF TRAINING

34. INTO HOW MANY TYPES CAN TRAINING METHODS BE CATEGORIES

a. PRESENTATION METHOD / HANDS ON METHOD /GROUP BUILDING

35. IN WHICH TRAINING METHOD IS THERE AN ACTIVE PARTICIPATION OF MEMBERS?

a. HANDS ON

36. NAME THE PRINCIPLE IN OJT?

a. PREPARING FOR INSTRUCTION / ACTUAL INSTRUCTIONS

37. IN WHICH LEARNING DO EMPLOYEES TAKE RESPONSIBILITY FOR LEARNING?

a. SELF-DIRECTED

38. WHAT DO WE CALL THE TRAINING WHERE PRACTICAL / THEORY ARE TAUGHT?

a. APPRENTICESHIP

39. WHICH TRAINING METHOD IS USED TO TRAIN AIRLINES PILOT?

a. SIMULATION

40. HOW DOES LEARNING TAKES PLACE IN CASE STUDY?

a. THROUGH PROCESS OF DISCOVERY

41. THROUGH WHICH TRAINING PROGRAMS ARE MANAGEMENT SKILLS ARE DEVELOPED?

a. BUSINESS GAMES

42. ON WHICH ASPECT DOES ROLE PLAY FOCUS?

a. INTERPERSONAL RESPONSES / EMOTIONAL REACTIONS

43. ON WHICH PRINCIPLE IS BEHAVIOR MODELING FOCUSED?

a. SOCIAL LEARNING

44. WHAT IS THE OUTCOME OF GROUP BUILDING METHODS?

a. GROUP EFFECTIVENESS

45. NAME THE SKILLS WHICH ARE DEVELOPED IN ADVENTURE LEARNING?

a. SELF-AWARENESS / PROBLEM-SOLVING / CONFLICT MANAGEMENT / RISK TAKING

46. NAME THE THREE COMPONENTS OF TEAM PERFORMANCE?

a. BEHAVIOR / KNOWLEDGE / ATTITUDE

47. IN WHICH TRAINING PROGRAMS ARE MEMBERS HELD ACCOUNTABLE FOR THEIR ACTION PLAN?

a. ACTION LEARNING

48. NAME THE WAYS IN WHICH NT INFLUENCES TRAINING DELIVERY?

a. CUSTOMIZE TO LEARNER / APPEAL TO MULTIPLE SENSES / INCORPORATE LEARNING

PRINCIPLES

49. HOW DOES NT INFLUENCE TRAINING ADMINISTRATION?

a. PAPERLESS RECORD KEEPING / MONITORING

50. HOW DOES NT INFLUENCE TRAINING?

a. PROVIDE INFORMATION ON NEEDED BASIS / DEVELOP INTELLECTUAL CAPITAL

51. WHERE HAS ITS BEEN USED?

a. IN NASA

52. NAME THE FOUR APPROACHES TO EMPLOYEE DEVELOPMENT?

a. FORMAL EDUCATION / ASSESSMENT / JOB EXPERIENCES / INTERPERSONAL

RELATIONSHIPS

53. NAME POPULAR ASSESSMENT TOOLS?

a. MBTI / ASSESSMENT CENTER / BENCHMARKING / 360 DEGREE FEEDBACK SYSTEM

54. NAME THE TWO TYPES OF INTERPERSONAL RELATIONSHIP?

a. MENTORING / COACHING

55. WHAT SHOULD MATCH TO DEVELOP MENTORING RELATIONSHIP?

a. INTEREST / VALUES

56. NAME THE THREE ROLES A COACH CAN PLAY?

a. GIVING FEEDBACK / HELPING EMPLOYEES TO LEARN / PROVIDING RESOURCES

57. NAME THE SPECIAL THREE ISSUES IN TRAINING?

a. LEGAL / CULTURE / DIVERSITY

58. NAME THE TWO ASPECTS IN LEGAL ISSUES?

a. INJURY DURING TRAINING ACTIVITY / REPRODUCING & USING COPYRIGHT MATERIAL

WITHOUT PERMISSION

59. NAME THE FOUR DIMENSIONS IN HOFFSTEADE MODEL?

a. INDIVIDUALISM: COLLECTIVISM / POWER DISTANCE / UNCERTAINTY AVOIDANCE /

MASCULINE: FEMININE TENDENCIES

60. NAME FIVE SILENT LANGUAGES IN HALL’S MODEL?

a. TIME / SPACE / MATERIAL GOODS / FRIENDSHIP / AGREEMENT

61. TO DETERMINE CAREER, WHAT SHOULD YOU KNOW ABOUT YOURSELF?

a. BECOME AWARE OF INTEREST / VALUES / STRENGTH / WEAKNESS

62. COPING WITH SET BACK IN CAREER; WHICH ASPECT OF CAREER MOTIVATION IT PERTAINS TO?

a. CAREER RESILIENCE

63. KNOWING ABOUT ONE’S STRENGTH / WEAKNESS / INTEREST, WHICH ASPECT OF CAREER

MOTIVATION IT PERTAINS TO?

a. CAREER INSIGHT

64. DEFINING PERSONAL VALUES ACCORDING TO ONE’S WORK, WHICH ASPECTS OF CAREER

MOTIVATION IT PERTAINS TO?

a. CAREER IDENTITY

65. NAME THE VALUE THAT CAREER MOTIVATION CREATES FOR ORGANIZATION?

a. INNOVATION / ADAPTING TO UNEXPECTED CHANGES / PRIDE IN WORK

66. NAME THE VALUE THAT CAREER MOTIVATION CREATES FOR INDIVIDUAL?

a. BE AWARE OF STRENGTH & WEAKNESS / PARTICIPATE IN LEARNING ACTIVITIES / COPE

WITH LESS IDEAL WORKING CONDITION / AVOID SKILL OBSOLESCENCE

67. WHAT DOES ANY CAREER CONSIST OF?

a. DIFFERENT JOBS / POSITIONS / EXPERIENCES

68. WHAT DO WE CALL A CAREER THAT FREQUENTLY CHANGES?

a. PROTEAN CAREER

69. NAME THE CAREER STAGE WHERE THE EMPLOYEE HOLDS ON TO PAST ACCOMPLISHMENTS?

a. MAINTENANCE

70. NAME THE CAREER STAGE WHERE THE EMPLOYEE MAKES INDEPENDENT CONTRIBUTION?

a. ESTABLISHMENT

71. NAME THE CAREER STAGE WHERE THE EMPLOYEE IS TREATED AS APPRENTICE?

a. EXPLORATION STAGE

72. NAME THE CAREER STAGE WHERE THE EMPLOYEE CHANGES THE BALANCE BETWEEN WORK & NON-

WORK?

a. DISENGAGEMENT

73. NAME THE FOUR COMPONENTS OF CAREER MANAGEMENT SYSTEM?

a. SELF-ASSESSMENT / REALITY CHECK / GOAL SETTING / ACTION PLANNING

74. NAME THE FOUR ROLES THAT A MANAGER HAS TO PLAY IN CAREER MANAGEMENT?

a. COACH / APPRAISER / ADVISOR / REFERRAL AGENTS

75. WHO SHOULD OFFER CAREER COUNSELLING?

a. HR MANAGER

76. WHO IS RESPONSIBLE FOR CREATING A LEARNING ENVIRONMENT?

a. CEO

77. WHAT DO YOU CALL THE STAGE WHERE ONE’S CAREER GETS STUCK?

a. PLATEAUING

78. IN BALANCING WORK & LIFE, WITH WHAT DO EMPLOYEES STRUGGLE?

a. ELDER & CHILD CARE

79. NAME THE TYPES OF WORK LIFE CONFLICT?

a. TIME BASED / STRAIN BASED / BEHAVIOR BASED

80. NAME THE STEPS IN CHANGE MANAGEMENT?

a. OVERCOMING RESISTANCE / MANAGING RESISTANCE / SHAPING POLITICAL DYNAMICS /

USING TRAINING TO UNDERSTAND NEW TASK

PMSINFORMATION SHARING

1. ON WHAT DOES THE SUCCESS OF A BUSINESS DEPEND?a. PERFORMANCE

2. WHAT IS THE LIMITATION OF CREATING EXCELLENCE THROUGH TRAINING WITH RESPECT TO ONE’S CAPABILITY?

a. LEARNING CAPABILITIES VARIES3. WHAT IS THE LIMITATION OF CREATING EXCELLENCE THROUGH RECRUITMENT?

a. COMPROMISING SITUATION4. WHO ARE RESPONSIBLE FOR SETTING VALUES IN THE FIRM?

a. CEO & HIS TEAM5. WHAT IS THE BUSINESS BELIEF AN EXCELLENT FIRM HAS?

a. GENERATION OF WEALTH6. ON WHAT ARE STRATEGIES BASED ON?

a. PRIMARY DRIVERS7. WHAT DOES A FIRM NEED TO OUTPERFORM ITS COMPETITORS?

a. CAPABILITIES8. WHY IS THERE A GAP IN THE PERFORMANCE OF THE EMPLOYEES?

a. BEHAVIOR9. WITH WHAT SHOULD BEHAVIOUR BE CONSISTENT?

a. VALUES / STRATEGIES10. ON WHAT DOES BUILDING OF AN ORGANIZATION STRUCTURE DEPEND?

a. RESULTS11. WHAT TAKES US TOWARDS OUR GOAL?

a. SELF-DISCIPLINE12. ON WHICH BEHAVIOUR SHOULD THE FIRM FOCUS?

a. CRITICAL BEHAVIOURS13. WHICH SECURITY IS GUARANTEED IN PMS?

a. EMPLOYMENT SECURITY14. WHY IS PERFORMANCE MEASURE CREATED?

a. PROVIDE DIRECTION & CONFIRMATION15. WHAT SHOULD BE THE BASIS FOR MEASUREMENT?

a. ACCOMPLISHMENT16. WHEN DO PEOPLE TEND NOT TO BEAT A SYSTEM?

a. IF IT BENEFITS THEM17. TO PROVIDE REGULAR FEEDBACK WHAT DOES THE FIRM NEED?

a. SCORECARD18. WHEN IS GOAL MEANINGLESS?

a. IF PERFORMANCE BELOW MINIMUM LEVEL19. WHAT DOES GOAL PROVIDE TO SCORES?

a. MEANING 20. WHAT IS THE DISADVANTAGE OF SETTING ONE GOAL?

a. IGNORES RANDOM FLUCTUATIONS IN SCORES

CONSEQUENCES1. A BEHAVIOR OVER WHICH WE HAVE NO CONTROL, WHAT IS IT CALLED AS?

a. REFLEX2. WHAT INFLUENCES BEHAVIOR?

a. CONSEQUENCES3. NAME THE TWO TYPES OF CONSEQUENCES?

a. REINFORCEMENT / PUNISHMENT 4. WHICH BENEFIT DOES NEGATIVE CONSEQUENCES PROVIDE?

a. SHORT-TERM5. WHEN DOES NEGATIVE PUNISHMENT HAVE AN IMPACT?

a. SEVERE & CONSISTENT6. FROM WHOSE POINT OF VIEW SHOULD WE SELECT CONSEQUENCES?

a. EMPLOYEES7. WHAT SHOULD CONSEQUENCES DO?

a. SATISFY A NEED

8. IN NEGATIVE CONSEQUENCES WHERE DOES AN EMPLOYEE FOCUS?a. ESCAPING OR AVOIDING PUNISHMENT

9. WHAT SHOULD POSITIVE CONSEQUENCE AIM AT?a. ACCOMPLISHMENT

10. WHAT IS THE BASIS FOR PROVIDING REINFORCEMENT IN VARIABLE RATIO? a. NUMBER OF INSTANCES

11. WHEN THERE IS A RELATIONSHIP BETWEEN REWARD & PERFORMANCE, WHAT IS IT CALLED AS?a. PAY FOR PERFORMANCE

12. IN TRADITIONAL PAY SYSTEM, ON WHAT BASIS DOES PAY RISES TAKE PLACE? a. PROMOTION & CHANGE IN JOB

13. HOW IS GAIN SHARING AMOUNT SHARED? a. PREDETERMINED FORMULA

14. HOW DOES BASIC PAY GO UP IN A NON-TRADITIONAL PAYMENT? a. PAY FOR KNOWLEDGE

15. WHY DOES RELATIONSHIP UNDERGO A CHANGE IN PAY FOR PERFORMANCE?a. PERFORMANCE DETERMINED ON OBJECTIVE MEASURES

16. ON WHAT DOES SUCCESS OF GAIN SHARING DEPEND UPON? a. INVOLVEMENT OF EMPLOYEES

17. HOW IS QUALITY MEASURED IN SERVICE SECTOR? a. REWORK / ERROR

18. LEANER STAFF IS AN OUTCOME OF WHICH NON-TRADITIONAL PAYMENT? a. PAY FOR KNOWLEDGE

19. WHAT IS GUARANTEED IN PAY FOR KNOWLEDGE? a. EMPLOYMENT SECURITY

20. IN PAY FOR KNOWLEDGE, WHAT IS AN EMPLOYEE ENCOURAGED TO LEARN?a. BUSINESS

INVOLVEMENT SYSTEM

1. NAME THE TECHNIQUES USED IN THE PAST FOR EMPLOYEE INVOLVEMENT?a. EMPLOYEE SURVEY / SUGGESTION SCHEME / QUALITY CIRCLE

2. WITH WHAT ARE QUESTIONNAIRE IN EMPLOYEE SURVEY SUPPLEMENTED?a. INTERVIEW

3. WHAT IS SHARED WITH THE EMPLOYEES IN SUGGESTION SCHEME?a. CERTAIN % OF SAVINGS

4. WHAT DOES QUALITY CIRCLE PROVIDE TO EMPLOYEES?a. OPPORTUNITY TO IDENTIFY / RESOLVE PROBLEMS

5. WHY ARE NOT ALL EMPLOYEES INVOLVED IN QUALITY CIRCLE?a. VOLUNTARY

6. CROSS-FUNCTIONAL TEAM SOLVES, WHICH PROBLEMS?a. BUSINESS

7. PROBLEM SOLVING TEAM SOLVES WHICH PROBLEMS?a. RELATED TO DEPARTMENTS

8. IN TODAY’S COMPETITIVE ENVIRONMENT, WHICH SYSTEM WORKS?a. WORK TEAM

9. NAME THE TRAINING PROGRAMS, WHICH IS GIVEN TO TEAM LEADERS?a. INTERPERSONAL RELATIONSHIP / TEAM BUILDING

10. AROUND WHAT DOES WORK TEAM ACTIVITIES REVOLVE?a. TEAM MEETINGS

11. WHO IS ACCOUNTABLE FOR RESULTS IN TRADITIONAL MEETING?a. SENIORS

12. IN WORK TEAM, WHICH ROLE DO EMPLOYEES ASSUME?a. SUPERVISOR / MANAGERS

13. WHO SHOULD PLAY A CRITICAL ROLE IN INTRODUCING PMS?a. CEO & HIS TEAM

14. WHAT IS THE NATURAL EXTENSION OF WORK TEAM?a. SELF-DIRECTED / SELF-CONTROLLING

15. WHAT IS SELF-MANAGEMENT TEAM?a. SMALL BUSINESS UNIT

16. HOW ARE RULES / NORMS FRAMED IN SMT?a. EVOLVED & NOT FRAMED

17. WHAT DO SMT MEMBERS ACQUIRE ON THEIR OWN?a. KNOWLEDGE

18. NAME THE TWO ROLES OF MANAGERS / SUPERVISORS IN SMT?a. ENABLING / TECHNICAL

19. WHAT SHOULD SMT DO TO BUSINESS?a. HELP IN ACCOMPLISHING STRATEGIC OBJECTIVES

20. WHAT SHOULD BE THE CHARACTERISTICS OF WORK, IF SMT IS TO BE INTRODUCED?a. BROKEN INTO LOGICAL BUSINESS UNITS

CAREER MANAGEMENT1. IN CAREER MANAGEMENT WHAT DOES AN EMPLOYEE OBTAIN FROM AN ORGANIZATION?

o JOB OPPORTUNITIES2. IF THERE IS LOWER EMPLOYEE COMMITMENT; WHAT DOES IT INDICATE FROM ORGANIZATION’S

POINT OF VIEW OF CAREER MANAGEMENT?o FAILURE TO MOTIVATE EMPLOYEES TO PLAN THEIR CAREER

3. IF AN INDIVIDUAL FEELS FRUSTRATED IN HIS PRESENT JOB, WHAT DOES IT MEAN?o DID NOT PLAN CAREER

4. WHEN AN EMPLOYEE IS ABLE TO BOUNCE BACK WHAT IS IT CALLED AS?o CAREER RESILIENCE

5. WHAT DOES CAREER MOTIVATION CREATE BOTH FOR ORGANIZATION & EMPLOYEE?o VALUE

6. WHAT DOES AN ORGANIZATION PROVIDE FOR CAREER MOTIVATION?o OPPORTUNITIES FOR ACHIEVEMENT

7. WHAT DOES CAREER CONSIST OF?o DIFFERENT JOBS / POSITIONS & EXPERIENCES

8. EXPLAIN EXPERTISE WITH RESPECT FROM PROTEAN CAREER?o LEARN HOW

9. EXPLAIN RELATIONSHIP TO OTHER EMPLOYEES WITH RESPECT TO EXPLORATION STAGE?o APPRENTICE

10. EXPLAIN ACTIVITY WITH RESPECT TO DISENGAGEMENT STAGE?o PHASING OUT WORK

11. WHAT INFORMATION IS OBTAINED FROM VARIOUS TESTS?o ASSESSMENT OF SELF

12. WHAT IS THE TOOL USED TO DO REALITY CHECKING IN CAREER MANAGEMENT SYSTEM?o PERFORMANCE APPRAISAL

13. ON WHAT SHOULD THE EMPLOYEE SEEK FEEDBACK?o STRENGTH & WEAKNESS

14. IN WHICH STAGE PLATEAUING OCCURS?o MAINTENANCE

15. WHAT DOES PLATEAUING DEAL WITH?o FEELINGS & EMOTIONS OF THE EMPLOYEE

16. SKILL OBSOLESCENCE IS AVOIDED IN WHICH TYPE OF O? o LEARNING ORGANIZATION

17. WHAT CAN AN ORGANIZATION PROVIDE TO EMPLOYEES TO DEAL WITH STRESS & STRAINS?o SUPPORT SERVICES

18. WHAT DO YOU CALL THE PROCESS OF HELPING EMPLOYEES PREPARE FOR EXIST FROM WORK?o PRE-RETIREMENT SOCIALIZATION

19. WHAT DO YOU CALL A TRANSITION INTO A LIFE WITHOUT WORK? o RETIREMENT

20. STATE THE ELIGIBILITY CRITERIA FOR VRS?o 40 YEARS OF AGE ORo 10 YEARS OF SERVICE

HRM [GARY DESSLER][STAFFING / SEPARATION / COMPENSATION / TRAINING & DEVELOPMENT / PERFORMANCE APPRAISAL /

DISCIPLINE]STAFFING

1. WHY IS HR FUNCTION GAINING IMPORTANCE?a. MANAGEMENT HAS REALIZED THAT PEOPLE MAKE A DIFFERENCE TO A BUSINESS

2. WHAT IS JOB DESCRIPTION?a. LISTING THE DUTIES TO BE PERFORMED

3. WHAT IS JOB SPECIFICATION?a. DEMAND MADE BY THE JOB ON AN INDIVIDUAL

4. WHAT IS JOB EVALUATION?a. DETERMINING THE WORTH OF THE JOB

5. TO WHOM SHOULD ONE DELEGATE?a. KNOWLEDGEABLE

6. WHO ARE THE PEOPLE WHO SHOW AN INITIATIVE?a. EFFICIENT

7. WHAT IS HORIZONTAL GROWTH OF JOB CALLED?a. JOB ENLARGEMENT

8. WHAT IS VERTICAL GROWTH OF JOB CALLED?a. JOB ENRICHMENT

9. WHAT IS INCREASED IN DE-JOBBING?a. RESPONSIBILITIES

10. WHEN NON-VALUE ADDING ACTIVITIES ARE OUTSOURCED, WHAT IS IT CALLED AS?a. RE-ENGINEERING

11. WHAT DOES KNOWLEDGE PROVIDE TO AN EMPLOYEE?a. ABILITY & CAPABILITY

12. WHY IS PLANNING BASED ON ASSUMPTION?a. FUTURE IS UNCERTAIN

13. FORECASTING TECHNIQUE BASED ON STUDY OF PAST; WHAT IS IT CALLED?a. TREND ANALYSIS

14. FILLING POSITIONS FROM WITHIN; WHAT IS IT CALLED?a. INTERNAL RECRUITMENT

15. WHAT IS VALIDITY?a. VALIDATING THE JOB CONTENTS

16. WHAT IS PANEL INTERVIEW?a. GROUP OF PEOPLE INTERVIEWING

17. HOW SHOULD YOU CLOSE THE INTERVIEW?a. POSITIVE NOTE

18. WHAT PURPOSE DOES AN APPLICATION FORM SERVE?a. PREDICT FUTURE PERFORMANCE

19. WHAT IS HORN EFFECT?a. BASED ON ONE NEGATIVE QUALITY, ASSUMING ALL OTHER QUALITIES ARE ALSO

NEGATIVE

SEPARATION1. WHEN AN EMPLOYEE LEAVES AN ORGANIZATION, WE CONDUCT AN INTERVIEW; WHAT IS THAT

INTERVIEW IS CALLED?a. EXIT INTERVIEW

2. WHAT IS THE OTHER TERM FOR GOLDEN HANDSHAKE?a. VRS

3. WHAT SHOULD BE THE CRITERIA FOR RETAINING AN EMPLOYEE?

a. VALUE ADDITION OR CONTRIBUTION.

COMPENSATION

1. HOW MANY TYPES OF COMPENSATION ARE THERE?a. DIRECT / INDIRECT

2. WITH WHAT SHOULD COMPENSATION BE ALIGNED?a. STRATEGY

3. WHAT DOE PEOPLE VALUE & SEEK AT THEIR PLACE OF WORK?a. FAIRNESS

4. WHICH BALANCE DO PEOPLE TRY TO MAINTAIN AT THEIR WORKPLACE?a. EFFORTS & REWARDS

5. IF INEQUITY EXISTS WHAT IS INEVITABLE?a. CONFLICTS

6. HOW DO WE ESTABLISH PAY RATES?a. SALARY SURVEY & JOB EVALUATION

7. WHAT DOES EVERY JOB HAVE?a. COMPENSABLE FACTORS

8. WHAT ARE THE METHODS OF CONDUCTING JOB EVALUATION?a. RANKING / CLASSIFICATION / FACTOR COMPARISON / POINT SYSTEM

9. WHAT SHOULD BE THE AIM OF PRICING PROFESSIONAL JOBS?a. ATTRACT & RETAIN

10. CONSOLIDATING SALARY GRADES INTO JUST FEW WIDE GRADES; WHAT IS IT KNOWN AS?a. BROAD BANDING

11. WHEN WE TIE BASIC SALARY TO KNOWLEDGE / SKILL, WHAT IS IT CALLED AS?a. PAY FOR KNOWLEDGE

12. WHEN EMPLOYEES SHARE PRODUCTIVITY GAINS WHAT IS IT CALLED AS?a. GAINSHARING

13. WHEN PAY IS TIED TO PRODUCTIVITY / PROFITABILITY, WHAT IS IT CALLED AS?a. VARIABLE PAY

14. BESIDES INCENTIVES WHAT ELSE HAS AN IMPACT ON PERFORMANCE?a. RECOGNITION

15. WITH WHAT SHOULD INCENTIVE BE LINKED TO?a. STRATEGY

16. WHEN AN ORGANIZATION PAYS FOR RANGE & IN-DEPTH OF KNOWLEDGE; WHAT IS IT CALLED?a. COMPETENCY BASED PAY

17. IF AN EMPLOYEE SEES A RELATIONSHIP BETWEEN PAY & EFFORT; WHAT PAYMENT IS IT CALLED?

a. PAY FOR PERFORMANCE

TRAINING & DEVELOPMENT1. WHAT SHOULD INDUCTION PROGRAM ADDRESS?

a. ANXIETY2. WITH WHAT SHOULD TRAINING BE ALIGNED?

a. STRATEGY3. AT HOW MANY LEVELS IS TRAINING NEED ANALYSIS DONE?

a. ORGANIZATION / TASK / INDIVIDUAL4. WHICH ARE THE TWO ISSUES TO BE ADDRESSED WHILE DESIGNING A TRAINING PROGRAM?

a. INTERFERENCE / TRANSFER5. WHAT SHOULD EVERY TRAINING PROGRAM HAVE?

a. PURPOSE6. WHY DO WE DO EVALUATION OF A TRAINING PROGRAM?

a. ASSESS PURPOSE ACCOMPLISHED7. WHAT HAPPENS IN ON THE JOB TRAINING?

a. LEARN WHILE WORK8. WHAT DO WE CALL, WHERE OJT & CLASSROOM INSTRUCTIONS ARE COMBINED?

a. APPRENTICE TRAINING9. HOW DOES LEARNING TAKES PLACE IN INFORMAL TRAINING?

a. DISCUSSION10. NAME THE LEVELS OF EVALUATION KIRKPATRICK’S MODEL?

a. REACTION / LEARNING / BEHAVIOR / RESULT11. WHEN BENEFITS ARE MORE THAN COSTS; WHAT IS CALLED AS?

a. ROI

DISCIPLINE1. WHICH IS THE BEST MODE OF DISCIPLINE?

a. SELF-IMPOSED2. WHICH RULE SHOULD WE FOLLOW IN CASE OF DISCIPLINE?

a. RED HOT STOVE3. ON WHOM DOES THE BURDEN OF PROOF LIE IN MATTERS OF DISCIPLINE?

a. EMPLOYER4. HOW MANY TYPES OF PUNISHMENT ARE THERE?

a. MINOR / MAJOR5. WHICH PRINCIPLE SHOULD BE FOLLOWED IN DOMESTIC ENQUIRY?

a. NATURAL JUSTICE6. WHAT IS THE NAME OF ALLOWANCE THAT IS PAID TO A WORKER WHO IS SUSPENDED PENDING

ENQUIRY?a. SUBSISTENCE ALLOWANCE

PERFORMANCE APPRAISAL1. AGAINST WHAT IS CURRENT PERFORMANCE EVALUATED?

a. STANDARDS2. NAME THE STEPS IN PA?

a. DEFINE THE STANDARDS / ASSESS / PROVIDE FEEDBACK3. WHERE % RATING IS PREDETERMINED IN APPRAISAL, WHAT METHOD IS IT?

a. FORCED DISTRIBUTION4. WHERE WE KEEP RECORD OF DESIRABLE / UNDESIRABLE BEHAVIOUR, WHICH METHOD IS IT?

a. CRITICAL INCIDENT5. IN WHICH METHOD DO WE COMBINE THE BENEFITS OF NARRATIVE CRITICAL INCIDENT &

QUANTIFIED RATING?a. BEHAVIORALLY ANCHORED RATING

6. IN WHICH EFFECT DOES ONE POSITIVE FACTOR INFLUENCE THE RATING?a. HALO EFFECT

7. WHAT IS THE CRUX IN AN APPRAISAL INTERVIEW?a. IMPROVEMENT IN PERFORMANCE

8. WHAT IS THE NEXT STEP IF PERFORMANCE IS CONTINUOUSLY POOR?a. ISSUE OF WARNING LETTER

BALANCED SCORECARD

1. NAME THE THREE REVOLUTIONS IN AN ECONOMY?a. AGRICULTURAL / INDUSTRIAL / INFORMATION TECHNOLOGY

2. NAME THE FOUR PARAMETERS USED TO MEASURE THE PERFORMANCE OF AN ORGANIZATION?a. FINANCIAL / CUSTOMER / INTERNAL BUSINESS PROCESS / LEARNING & GROWTH

3. NAME THE TWO THINGS WE NEE TO GROW IN A COMPETITIVE ENVIRONMENT?a. NEW CAPABILITIES & EXPLOITING INTANGIBLE ASSETS

4. IN CROSS FUNCTION TEAMS WHAT KNOWLEDGE SHOULD THE EMPLOYEE HAVE?a. BUSINESS

5. WHAT SHOULD TRIGGER A PRODUCTION PLAN IN TODAY’S COMPETITIVE ENVIRONMENT?a. CUSTOMER ORDER

6. AT WHAT COST SHOULD THE ORGANIZATION OFFER ITS PRODUCT / SERVICE TO ITS DIVERSE CUSTOMERS?

a. AT NO EXTRA COST7. AGAINST WHICH COMPANIES SHOULD WE COMPETE?

a. BEST COMPANIES8. WHAT SHOULD WE DO WITH KNOWLEDGEABLE WORKERS?

a. INVEST / MANAGE / EXPLOIT THEIR CAPABILITIES?9. WHAT DOES BSC DO TO MISSION / STRATEGY?

a. TRANSLATE IT INTO MEASURABLE OBJECTIVES10. WITH WHAT SHOULD BSC BE INTEGRATED?

a. ANNUAL BUDGET11. WHAT SHOULD FEEDBACK ENABLE US TO DO?

a. LEARN12. IS BSC A CONTROLLING SYSTEM?

a. IT IS COMMUNICATING, INFORMING & LEARNING SYSTEM13. WHAT IS PERFORMANCE DRIVERS?

a. CRITICAL ACTIVITIES14. NAME THE STAGES IN LIFE CYCLE OF A BUSINESS?

a. GROWTH / SUSTAIN / HARVEST15. IN GROWTH STAGE, HOW DOES BUSINESS OPERATE?

a. NEGATIVE CASH FLOW16. WHAT WILL BE THE FINANCIAL OBJECTIVE IN GROWTH STAGE?

a. PERCENTAGE GROWTH IN REVENUES.17. WHAT IS THE FINANCIAL OBJECTIVE IN SUSTAIN STAGE?

a. PROFITABILITY18. WHAT IS THE MAIN GOAL IN HARVEST STAGE?

a. MAXIMIZE CASH FLOW19. WHAT IS THE OBJECTIVE IN HARVEST STAGE?

a. REDUCTION IN WORKING CAPITAL20. WHAT SHOULD FINANCIAL MANAGEMENT ADDRESS?

a. BALANCE BETWEEN RISK & RETURN21. WITH WHAT SHOULD REVENUE GROWTH & MIX BE MEASURED?

a. SALES RATE / MARKET SHARE22. WHAT DOES IMAGE REPUTATION DO TO AN ORGANIZATION?

a. PROACTIVELY DEFINE ITSELF TO THE CUSTOMER23. NAME THE FACTORS THAT ADD VALUE TO ANY ACTIVITIES?

a. TIME / QUALITY / PRICE24. WHAT IS THE DIFFERENCE BETWEEN LOW COST & LOW PRICE?

a. IN LOW COST IT IS DEFECT FREEb. LOW PRICE, DEFECT EXISTS

25. NAME THE PROCESS THAT ADDS VALUE TO A BUSINESS?a. INNOVATIONS / OPERATIONS / POSTSALES SERVICE

26. NAME THE TWO COMPONENTS IN INNOVATION PROCESS?a. DO MARKET RESEARCHb. EXPLORE NEW OPPORTUNITIES FOR EXISTING PRODUCT

27. ON WHAT DOES OPERATION PROCESS EMPHASIZE?a. EFFICIENCY / CONSISTENCY / TIME DELIVERY

28. WHAT DOES POSTSALES INCLUDE?a. WARRANTY / REPAIR ACTIVITIES / TREATMENT OF DEFECTS / PROCESSING OF

PAYMENTS29. IF MORALE IS HIGH; THEN WHAT WILL BE HIGH?

a. JOB SATISFACTION30. FOR EMPLOYEE SATISFACTION TO BE HIGH WHAT SHOULD THE EMPLOYER DO?

a. INFORMATION SHARING / CONSEQUENCES / INVOLVEMENT31. HOW DO WE BUILD EMPLOYEE LOYALTY / COMMITMENT?

a. INVESTMENT IN DEVELOPMENT OF THE EMPLOYEE32. EMPLOYEE PRODUCTIVITY IS A FUNCTION OF?

a. KNOWLEDGE X MORALE33. HOW DO WE KNOW WHETHER EMPLOYEES ARE MOTIVATED?

a. IMPROVEMENT TO RESULTS IN SAVINGS34. WHAT ARE THE THREE PRINCIPLES OF LINKING BSC TO STRATEGY?

a. CAUSE & EFFECT / PERFORMER DRIVERS / LINKAGE TO FINANCIALS35. WHAT DOES CAUSE & EFFECT CONSISTS OF?

a. SET OF HYPOTHESIS36. HOW IS CAUSE & EFFECT EXPRESSED?

a. EXPRESSED IN SEQUENCE OF IF & THEN37. WHAT DOES DIAGNOSTIC MEASURE?

a. WHETHER BUSINESS PROCESS IS IN CONTROL38. NAME THE TWO ELEMENTS THAT CORPORATE SCORECARD CLARIFIES?

a. CORPORATE THEME / CORPORATE ROLE39. WHAT CAN CORPORATE RESOURCES OFFER TO ITS SBUS?

a. UNIQUE CAPABILITIES40. STATE THE BARRIERS TO STRATEGIC IMPLEMENTATION?

a. VISION & STRATEGY NOT ACTIONABLEb. STRATEGIES NOT LINKED TO DEPARTMENTAL / TEAM / INDIVIDUAL GOALc. STRATEGY NOT LINKED TO LONG / SHORT TERM RESOURCE ALLOCATIONd. FEEDBACK IS TACTICAL & NOT STRATEGIC

41. INSTEAD OF FOCUSING ON LONG TERM GOAL, ON WHAT DOES ORGANIZATION FOCUSES ON?a. FINANCIAL BUDGET

42. WHEN WILL STRATEGY BE SUCCESSFUL?a. ONLY IF ADEQUATE RESOURCES ARE ALLOTTED

43. WHAT TYPE OF FEEDBACK DO WE SPEAK ABOUT IN BSC?a. DOUBLE LOOP FEEDBACK

44. WHAT IS NEEDED TO ALIGN VISION / STRATEGY INTO AN ACTION PLAN?a. COMMUNICATION & EDUCATION PROGRAMb. GOAL SETTING PROGRAMc. REWARD SYSTEM

45. WHAT IS THE PURPOSE OF COMMUNICATION & EDUCATION?a. CREATE AWARENESS & TO AFFECT BEHAVIOUR

46. HOW SHOULD COMMUNICATION TO EMPLOYEES BE?a. NOT ONLY COMPREHENSIVE BUT T PERIODIC INTERVALS

47. FOR THE SCORECARD TO CREATE CULTURAL CHANGE WHAT SHOULD THE MANAGEMENT DO?a. LINK ACCOMPLISHMENT OF GOALS WITH REWARD SYSTEM

48. NAME THE STEPS NEEDED TO INTEGRATE LONG TERM GOAL WITH ANNUAL BUDGETING PROCESS?a. SET STRETCH TARGETb. IDENTIFY & RATIONALIZE STRATEGIC INITIATIVEc. IDENTIFY CRITICAL BUSINESS INITIATIVEd. LINK ANNUAL RESOURCE ALLOCATION & BUDGET

49. TO ACCOMPLISH ORGANIZATION GOALS WHAT SHOULD THE ORGANIZATION PROVIDE?

a. PROVIDE KNOWLEDGE / TOOLS / MEANS50. HOW ARE AMBITIOUS GOALS ACCOMPLISHED?

a. SMART WORK51. NAME THE TWO METHODS IN ACCOMPLISHING GOALS?

a. CONTINUOUS IMPROVEMENT / DISCONTINUOUS IMPROVEMENT52. WHAT SHOULD STRATEGIC INITIATIVE AIM AT?

a. CREATING GROWTH53. HOW DO WE COLLECT FEEDBACK?

a. MANAGEMENT GAMING / SCENARIO ANALYSIS / ANECDOTAL REPORTING / INITIATIVE REVIEW / PEER REVIEW

54. WHAT IS MANAGEMENT GAMING?a. ON COMPLETION OF ONE YEAR OF SCORECARD IMPLEMENTATION, COLLECT DATA FROM

PREVIOUS YEAR STRESSING THE CORRELATIONS BETWEEN CRITICAL VARIABLES. AND IF ANY FLAW EXISTS DEVELOP NEW / IMPROVE THE STRATEGY TO MOVE FORWARD

55. USING PAST EXPERIENCE TO INFLUENCE FUTURE, WHAT IS IT KNOWN AS?a. ANECDOTAL REPORTING

56. LEARNING FROM INDEPENDENT OUTSIDERS, WHAT IS IT CALLED AS?a. PEER REVIEW

57. WHAT IS THE IMPORTANT COMPONENT OF LEARNING PROCESS?a. MAINTAINING CROSS FUNCTIONAL PERSPECTIVE RATHER THAN FUNCTIONAL PERSPECTIVE

58. HOW DO WE ENHANCE THE EFFECTIVENESS OF A LEARNING PROCESS?a. LINKING STRATEGIC & OPERATIONAL REVIEW MEETING

59. WHAT IS REQUIRED FOR STRATEGIC LEARNING IN A STRATEGIC REVIEW MEETING?a. FACE TO FACE CONTACT

60. WHERE DOES THE SUCCESS OF STRATEGY LIE?a. DOUBLE LOOP LEARNING

61. WHAT SHOULD BE DONE TO VISION / STRATEGY IN BSC?a. CONVERT IT INTO BEHAVIOUR STATEMENT

62. HOW DOES BUSINESS UNIT DEVELOP ITS SCORECARD?a. BAAED ON CORPORATE BSC.

63. ONCE BSC IS INTRODUCED, WHICH INVESTMENT SHOULD BE ADDRESSED?a. NON-STRATEGIC INVESTMENT SHOULD BE ADDRESSED

64. WHO SHOULD REVIEW SBU’S BSC?a. CEO & HIS TEAM

65. WHICH PART OF PAY OF AN INDIVIDUAL SHOULD BE LINKED TO BSC?a. INCENTIVE PAY

66. NAME THE TWO TYPES OF AGENTS REQUIRED TO IMPLEMENT NEW MANAGEMENT SYSTEM?a. TRANSITION MANAGERS / FULL TIME MANAGERS

67. WHAT IS THE ROLE OF TRANSITIONAL LEADER?a. BUILD BSC, & EMBED IT INTO THE NEW MANAGEMENT SYSTEM

68. WHAT IS THE ROLE OF FULL TIME MANAGER?a. TO OPERATE BSC ON A ONGOING PROCESS.

69. NAME THE THREE STEPS IN BUILDING BSC?a. SET THE OBJECTIVE / ESTABLISH THE PROCESS / SET TIME FRAME

70. HOW MANY PARAMETERS WE CAN HAVE IN BSC?a. ANY NUMBER

HRM [TOTAL][GARY DESSLER]

1. WHY IS HRM FUNCTION GAINING IMPORTANCE?a. PEOPLE PROVIDE COMPETITIVE ADVANTAGE

2. LISTING OF DUTIES TO BE PERFORMED, WHAT IS IT CALLED AS?a. JOB DESCRIPTION

3. WHEN JOB MAKES A DEMAND ON AN INDIVIDUAL, WHAT IS IT CALLED AS?a. JOB SPECIFICATION

4. WHAT IS DETERMINING THE WORTH OF THE JOB CALLED AS?a. JOB EVALUATION

5. WHO SHOW INITIATIVE ON THE JOB?a. EFFICIENT PEOPLE

6. WHAT IS THE LIMITATION OF EFFICIENCY?a. BOREDOM

7. WHAT IS HORIZONTAL EXPANSION OF JOB CALLED AS?a. JOB ENLARGEMENT

8. WHAT IS VERTICAL EXPANSION OF JOB CALLED AS?a. JOB ENRICHMENT

9. WHAT IS MOVEMENT FROM ONE ASPECT OF THE JOB TO ANOTHER CALLED AS?a. JOB ROTATION

10. WHAT IS INCREASING THE RESPONSIBILITY OF AN INDIVIDUAL CALLED AS?a. DEJOBBING

11. WHEN MORE PEOPLE REPORT TO SINGLE MANAGER, WHAT TYPE OF STRUCTURE IT?a. FLAT ORGANIZATION STRUCTURE

12. WHEN WORK IS ORGANIZED AROUND PROCESSES RATHER THAN FUNCTION WHAT IS IT CALLED AS?a. WORK TEAMS

13. WHEN NON-VALUING ADDING ACTIVITIES ARE OUTSOURCED, WHAT IS CALLED AS?a. RE-ENGINEERING

14. WHAT DOES KNOWLEDGE PROVIDE?a. CAPABILITY & ABILITY TO PERFORM

15. WHAT IS THE FIRST STEP IN RECRUITMENT?a. MANPOWER PLANNING

16. WHY IS PLANNING BASED ON ASSUMPTIONS?a. FUTURE IS UNCERTAIN

17. WHEN FORECASTING IS BASED ON PAST STUDY WHAT IS IT CALLED AS?a. TREND ANALYSIS

18. WHICH FORECASTING METHOD IS FOLLOWED IN SERVICE SECTOR?a. SCATTER PLOT

19. WHAT FORECASTING IS IT, WHERE WE LINK MAN POWER REQUIREMENT TO SALES OR UNITS PRODUCED?

a. RATIO ANALYSIS20. WHEN SHOULD WE DO FORECASTING OF MANPOWER?

a. GROWTH IN REVENUE21. WHAT IS THE USE OF AN APPLICATION FORM?

a. PREDICT FUTURE PERFORMANCE BASED ON PAST RECORDS22. WHAT PURPOSE DOES AN APPLICATION FORM SERVE?

a. AFFIDAVIT23. ON WHAT DOES THE PERFORMANCE OF THE ORGANIZATION DEPEND UPON?

a. PERFORMANCE OF THE PEOPLE24. WHEN A POSITIVE QUALITY OF A CANDIDATE INFLUENCES THE PROCESS OF INTERVIEW, WHAT

IS IT CALLED AS?a. HALO EFFECT

25. HOW SHOULD WE CLOSE AN INTERVIEW?a. POSITIVE NOTE

26. WHAT IS THE PROCESS OF SOCIALIZATION IN AN ORGANIZATION CALLED AS?a. INDUCTION / ORIENTATION

27. NAME THE THREE LEVELS AT, WHICH TRAINING PROGRAM IS DONE?a. ORGANIZATION / TASK / INDIVIDUAL

28. NAME THE TWO ISSUES, WHICH HAS TO BE ADDRESSED WHILE DESIGNING A TRAINING PROGRAM?a. INTERFERENCE / TRANSFER

29. WHICH STUDY SHOULD WE CONDUCT BEFORE IMPLEMENTING A TRAINING PROGRAM ACROSS THE BOARD?

a. PILOT STUDY30. WHAT DO WE CALL THE PROCESS WHERE WE ASSESS WHETHER THE PURPOSE OF THE TRAINING

PROGRAM HAS BEEN ACCOMPLISHED OR NOT?a. EVALUATION

31. WHAT TYPE OF TRAINING IS IT WHERE LEARNING & WORKING TAKES PLACE?a. ON THE JOB TRAINING

32. NAME THE TRAINING PROGRAM WHERE THEORY & PRACTICAL IS COMBINED?a. APPRENTICE

33. NAME THE TRAINING WHERE LEARNING TAKES PLACE THROUGH DISCUSSION?a. INFORMAL TRAINING

34. NAME THE TRAINING WHERE COMMUNICATION IS ONE WAY?a. LECTURE

35. WHAT IS THE NAME OF THE TRAINING WHERE PILOTS LEARN?a. SIMULATION

36. IN COACHING WHAT DO WE LEARN?a. ABILITY TO PERFORM

37. IN MANAGEMENT GAMES WHAT DO WE LEARN?a. STRATEGIC DECISIONS

38. WHEN LEARNING TAKES PLACE BY COPYING A ROLE MODEL WHAT IS IT CALLED AS?a. BEHAVIOR MODELING

39. IN KIRKPATRICK’S MODEL, NAME THE LEVELS OF EVALUATING A TRAINING PROGRAM?a. REACTION / LEARNING / BEHAVIOR / RESULT

40. WHEN BENEFITS ARE MORE THAN COSTS, WHAT IS IT CALLED AS?a. RETURN ON INVESTMENT

41. WHEN PERFORMANCE IS EVALUATED AGAINST A STANDARD WHAT IS CALLED AS?a. PERFORMANCE APPRAISAL

42. WHEN WE INTEGRATE PERFORMANCE / TRAINING / COMPENSATION TO ACCOMPLISH ORGANIZATION GOAL, WHAT IS IT CALLED AS?

a. PERFORMANCE MANAGEMENT SYSTEM43. NAME THE METHODS WHERE % RATING IS PREDETERMINED?

a. FORCED DISTRIBUTION METHOD44. WHAT IS KEEPING A RECORD OF DESIRABLE / UNDESIRABLE BEHAVIOR CALLED AS?

a. CRITICAL INCIDENT45. NAME THE METHOD WHERE WE COMBINE THE BENEFITS OF NARRATIVE CRITICAL INCIDENT 7

QUANTIFIED RATING?a. BARS

46. WHAT IS THE CRUX OF PERFORMANCE INTERVIEW?a. IMPROVEMENT IN PERFORMANCE

47. WHAT DO WE DO IF PERFORMANCE IS CONTINUOUSLY POOR?a. ISSUE WARNING LETTER

48. HOW CAN A WARNING LETTER SERVE AS AN OPPORTUNITY?a. TO CORRECT PERFORMANCE

49. WHAT DO PEOPLE SEEK 7 VALUE AT WORK PLACE?a. FAIRNESS

50. WHICH BALANCE DO EMPLOYEE MAINTAIN AT WORK PLACE?a. BETWEEN EFFORT & REWARD

51. NAME THE TYPES OF EQUITY?a. INTERNAL / EXTERNAL / INDIVIDUAL / PROCEDURAL

52. WHAT IS INEVITABLE IF INEQUITIES EXISTS?a. CONFLICTS

53. NAME THE METHODS OF ESTABLISHING PAY RATES?

a. SALARY SURVEY / JOB EVALUATION54. NAME THE METHODS OF JOB EVALUATION?

a. RANKING / CLASSIFICATION / POINT SYSTEM / FACTOR COMPARISON55. WHAT DOES EVERY JOB HAS?

a. COMPENSABLE FACTORS56. WHAT SHOULD BE THE AIM OF COMPENSATION?

a. ATTRACT / RETAIN EXCELLENT PERFORMERS57. NAME THE TWO CRITERIA FOR DETERMINING THE BASIC WAGES OF A MANAGER?

a. JUDGMENT / RESULT58. WHAT IS THE BASIS OF COMPETENCY BASE PAY?

a. RANGE / DEPTH OF SKILLS59. WHAT IS CONSOLIDATING OF SALARY INTO JUST FEW WIDE LEVELS CALLED AS?

a. BROAD BANDING60. WHEN BASIC PAY IS TIED TO KNOWLEDGE / SKILL WHAT IS IT CALLED?

a. PAY FOR KNOWLEDGE61. WHEN EMPLOYEES SHARE IN SAVINGS RESULTING FROM PRODUCTIVITY, WHAT IS IT CALLED AS?

a. GAIN SHARING62. WHEN PAY IS TIED TO PRODUCTIVITY / PROFITABILITY WHAT IS IT CALLED AS?

a. VARIABLE PAY63. BESIDES MONEY, WHAT ELSE HAS AN IMPACT ON PERFORMANCE?

a. RECOGNITION64. WITH WHAT SHOULD INCENTIVE BE LINKED?

a. STRATEGY65. WHAT IS SEPARATION?

a. TERMINATING EMPLOYMENT RELATIONSHIP66. WHY IS EXIT INTERVIEW CONDUCTED?

a. COLLECT FEEDBACK FOR IMPROVEMENT67. NAME THE TYPES OF SEPARATION?

a. VOLUNTARY / INVOLUNTARY / NATURAL CONTRACT68. WHAT DOES INVOLUNTARY INCLUDE?

a. DISMISSAL / DISCHARGE / RETRENCHMENT / LAYOFF69. WHAT IS THE RETRENCHMENT RATE?

a. 15 DAYS WAGES FOR EVERY COMPLETED YEAR OF SERVICE70. WHAT IS THE LAY OFF COMPENSATION RATE?

a. 50% OF BASIC PLUS DA71. NAME THE STRATEGY, WHICH THE EMPLOYER SHOULD ADOPT IN CASE AN EMPLOYEE RESIGNS?

a. PERFORMANCE REPALCEABILITY72. WHAT IS GOLDEN HANDSHAKE CALLED AS?

a. VOLUNTARY RETIREMENT SCHEME73. WHAT IS THE TAX LIMIT IN VRS?

a. 5 LACS74. WHY IS VRS INTRODUCED IN AN ORGANIZATION?

a. DOWNSIZING75. NAME THE CRITERIA FOR ELIGIBILITY OF VRS?

a. 10 YEARS OF SERVICE ORb. 40 YEARS OF AGE

Essentials of Management

1. State the characteristics of the term Managementa. Process of optimum utilization of the resources of the Organization to

accomplish its goals2. State the functions of Management

a. Planning / Organizing / Leading / Controlling / Coordination3. State the characteristics of the term Productivity

a. A ratio of Output to Inputb. It can be improved byc. Increasing output with same inputsd. Decreasing inputs, but maintaining the same output

4. State the characteristics of the term Effectiveness:a. Accomplishing of Objectives of the Organization

5. Characteristics of the term Efficiencya. How Objectives are accomplished.b. Is determined by processc. Measured against standard time / quantity

6. Is Management: Science or Art?a. Practice is called Artb. The Knowledge underlying the Practice is Sciencec. Hence it is both: Science & Art

7. State the approaches to management?a. The Managerial Role Approachb. The Management Process or Operational Approachc. The System Approach

8. List the Organization’s responsibilities towards the Societya. All its actions should be proactiveb. Should not disturb the ecological balancec. Should have code of conduct for regulating its behaviourd. The relationship should be based on trust

9. State the forms of international business?10. Export / Licensing agreement / Management contracts / Joint ventures /

Subsidiaries / independent operations11. Define multinational Corporations?12. The headquarters is in one country, but their operations are in many countries13. Name the four orientations by MNCs?

a. Ethnocentric:- The headquarter policies are followed at all the locationsb. Polycentric: - The local policies are followed in each locationc. Regiocentric: - Regional policies are followedd. Geocentric:- Developing one set of global policies & practices that are

applied at locations14. State the advantages of MNCs?

a. Take advantage of business opportunities in many different countriesb. Raise money for its operations throughout the worldc. Produce goods at most effective & efficient way by establishing its

operations in that particular locationsd. Better access to natural resources e. Recruit people from worldwide labour pool

15. What are the challenges for MNCs?a. Increasing nationalism in many countriesb. Maintain good relations with host countryc. Learn to deal with government, which frequently changes

16. What is Global or Transnational Corporations?a. Global or Transnational Corporations views the whole world as one market

17. State Porter’s four Competitive Advantage of Nations?a. Factor conditions: Concerns resourcesb. Demand conditions: Market sizec. Supplier: Location of suppliers in the same location, proves advantageous d. Action plan: Includes Strategy & Structure & rivalry among competitors

i. The combination of the above four sets of factors leads to competitive advantage

18. State the characteristics of the term Planning?a. It involves:

i. Selecting Objectivesii. Evolving Action Plan

iii. To Accomplish them19. State the types of Plan:

a. Objectives / Goals: - Purpose for which the Organization existsb. Strategies: - A long term objective, which gives a competitive advantage to

businessc. Policies: - General statements / understanding that guides thinking in

decision-makingd. Procedures: - Plans that establish, a required method of handling future

activitiese. Rules: - Spells out specific required action or nonaction allowing no

discretionf. Programs: - Consists of:-

i. Goals / Policies / Procedures / Rules / Task assignment / Steps to be taken / resources to be employed.

ii. Necessary to carry out a given course of action. iii. They are ordinarily supported by budget

g. Budgets: - Statement of expected results expressed in numerical terms20. State the steps in Planning?

a. Being aware of Opportunities: - Doing SWOT Analysisb. Establishing Objectives

i. Specifying expected resultsii. Could be long / short term

iii. Gives direction to plansc. Developing Premises: - Making assumptions about the environment in which

the plan is to be carried outd. Determining Alternative Courses: - Brain storming ways of reaching the

destinationse. Evaluating Alternative Courses: - Weighing each alternatives pluses &

minusesf. Selecting a Course: - Zeroing down upon the alternative, which will be

adoptedg. Formulating Derivative Plans: - Listing the activities to be performedh. Number zing Plans by Budgeting : -Estimate the income / expenditure for the

entire activities to be performed 21. State the guidelines for setting objectives?

a. Set challenging objectivesb. Set measurable objectives c. Set specific objectivesd. Set attainable objectives e. Set relevant objectivesf. Set time frame for objectives

22. State the characteristics of the term Strategy?a. Determining the long-term objectives of the Organizationb. Adoption of course of actionc. Allocation of resources to accomplish the long term objectivesd. It gives competitive advantage to businesse. It is based on strength of the Organizationf. It is based on assumptions

g. Strategies cannot be inconsistent with Value system of the Organizationh. Used only when there is competition

23. State the characteristics of “ Weak market share; & High growth rate” dimensions of business?

a. Such business requires cash investmentb. These kinds of business have opportunities for growth & profit

24. State the characteristics of “ High market share; & Low growth rate” dimensions of business?

a. Such business are well established in the marketb. They are making products at low costc. The products of these enterprises provide the cash needed for their

operation25. State the characteristics of “ Low market share; & Weak growth rate” dimensions of

business?a. These business are not profitableb. Should be disposed off

26. State the characteristics of “ High market share; & High growth rate” dimensions of business?:

a. Such organizations are Star performers.27. State the classification of Corporate strategy?28. Growth

a. Internali. Through introduction of new product

ii. Increasing market shareiii. Marginal growth

b. Externali. Acquisition & Mergers

ii. Breakthrough growthc. Stability

i. Maintaining status quo.ii. Limited opportunities in environment

d. Turnaround i. No growth

ii. Issue of survival of businesse. Downsizing is the solution

29. State the classification of Business Unit strategy?a. Cost leadership

i. Organization attempts to increase efficiency / cut costsb. Differentiation

i. Product / Services are differentiatedii. Creating a niche market

iii. Can charge premium pricec. Focus

i. Markets are segmentedd. Only on one segment the organization focuses

30. State the characteristics of Premising & Forecasting?a. Forecasting is anticipating the futureb. Future is unknownc. Hence forecasting is based on assumptions

31. For what is Delhi Technique forecasting used?a. Used to make technology forecasting more accurate & meaningful

32. Characteristics f the term Decision-Making:a. Selection of a course of actionb. From among alternativesc. It is the core of planning

33. When is a decision effective?a. If it is rational

34. What is the first step in decision-making?a. Developing alternatives

35. What is the next step after finding alternatives?a. Evaluation & selection of alternatives that will contribute to goal

36. List the factors to be considered in evaluating the alternatives?a. Quantitative / Qualitative b. Marginal analysisc. Cost benefit analysis

37. Name the three approaches in selection of alternatives?a. Experienceb. Experimentationc. Research Analysis

38. State the two types of decisions?a. Programmed / Non-programmed

39. Name the process of creativity & innovation in decision-making?a. Unconscious scanningb. Intuitionc. Insightd. Logical formulation

40. What is brainstorming?a. A technique for facilitating creativity.

41. What are the rules of brainstorming are:a. No ideas to be criticized.b. The more radical ideas are, the betterc. The quantity of idea production is emphasized d. The improvement of ideas by others is encouraged.

42. State the characteristics of a creative manager:a. Inquisitiveb. Not satisfied by status quoc. They see themselves as differentd. Do not stick to normse. It is not a substitute for judgment

43. What is an organization:a. A formalized, intentional structure of roles or positions

44. Who is an Intrepreneur?a. Intrepreneur is a person who focuses on innovation & creativity, & who

transforms a dream or an idea into a profitable venture by operating WITHIN the organizational environment

45. Who is an entrepreneur?a. Does similar things but OUTSIDE the organizational setting

46. What are the aspects of reengineering?a. Fundamental rethinking: Providing new perspective to what is being now

currently doneb. Radical redesign: Radical means reinvention & not modificationc. Dramatic Results: Improvement is breakthrough, & not marginal

47. How are organization organized?a. Function wiseb. Territory or Geographyc. Customer wised. Product wisee. Matrix Organization:

48. How does Strategic Business Units [SBU] operate?a. Profit center

49. To be called an SBU, what should be the criteria?a. Have its own missionb. Have definable groups of competitors c. Prepare its own integrative plansd. Manage its own resourcese. Have proper size, neither too large, nor too small

50. State the aims of virtual organization?a. Gain access to another firm’s competenceb. Gain flexibilityc. Reduce risksd. Respond rapidly to market needs

51. What is a Lean Modular Organization?a. That focuses on what they can do best & outsource many other tasks, such as

Accounting, HR.52. What is authority?

a. It is the right in a position.53. What is power?54. Ability of individuals or groups to induce or influence the beliefs or actions of

other persons or groups55. State the types of power?

a. Legitimate: Source is positionb. Reward: Source is granting or withholding what other wantsc. Coercive: Source is feard. Expert: Source is knowledge

56. What is empowerment?a. Having power to make decisions without asking superiors for permission

57. What is the difference between line & staff function?a. Line function outcomes are measurable. b. Staff function outcomes are not measurable.

58. State the guidelines to make organization effective?a. Tailor make your organization structure

b. Compare the present structure with the standard. This enables the leader to know what changes should be made when possible.

c. Modify the structure to fit individual capabilities.d. Enables you to determine to future personnel needs & training needse. Structure should be flexible, so that it can be changed as & when there is

a change in the environment59. State the guidelines for making staff work effectively?

a. Making the staff understand the authority relationships. b. Insist that the staff function should sell their recommendations, & not

just give advicesc. Encourage line managers to consult the staff managers who are experts in

their area.d. Line managers should provide feedback to staff managers the status of the

suggestions made by theme. The staff managers should provide complete solution to the problems faced

by the line managers. They should assist the line manager in implementing the same

f. Make the staff & line managers’ work as team. Share the credit & blame60. Define culture?

a. General pattern of behavior, shared beliefs, & values the members have in common

61. Name the three steps involved in control process?a. Establish standardsb. Measure performance against these standardsc. Correcting variations from standards & plans

62. Name the types of standards?a. Physical: Non-monetary standardsb. Cost: Monetary standardsc. Capital: Pertains to balance sheet rather than income statement. Example:

Return on investmentd. Revenue: Attaching monetary values to salese. Goals: Specific measurable standardsf. Strategic plans: Managing the strategic control points to assess whether

implementation of strategy is as per the assumptions63. What is the difference between feedback & feed forward?

a. Feedback gives us the status on outputb. Feed forward gives the status on input.

64. State the requirements for effective controlsa. Tailor controls to plans & positionsb. Tailoring controls to individual managersc. Designing controls to point up exceptions at critical pointd. Seeking objectivity of controlse. Ensuring flexibility of controlsf. Fitting the control system to the organizational cultureg. Achieving economy of controlsh. Establishing controls that lead to corrective action

65. State the three types of control techniques?a. Budgetb. Traditional Non-budgetary Control Devices Example: Use of statistical datac. Information Technology. Example: MIS

66. Define productivity?a. Ratio of Input to Output within a time frame; without compromising on

Quality67. State the Tools & Techniques for Improving Productivity?

a. Inventory Plan & Controlb. Just in Timec. Outsourcing

68. What is Operations Research?a. The application of scientific methods in the study of alternatives in a

problem situation, with a view to obtaining a quantitative basis for arriving at the best solutions

69. What is Value Engineering?a. Analyzing the operations of the product or serviceb. Estimating the value of each operationc. Attempting to improve the operation by trying to keep the cost low at each

step 70. How is Work Simplification done?

a. Participation of employeesb. Training employees on concepts like time & motion studies, work-flow

analyses, layout of the work station71. What is Quality Circles?

72. It is a group of employees from the same department who meet regularly to solve problems they experience at work

73. What does Total Quality Management demand?a. TQM demands free flow of information

74. What is the outcome of TQMa. When done effectively, it results in customer satisfaction, fewer defects,

less waste, increased productivity, reduced costs & improved profitability75. State the characteristics of Lean Manufacturing?

a. Continuous improvements [kaizen] with strategic breakthroughb. Aim at zero defectsc. Just-in-time inventory systemd. Team performancee. Responsibility for problems rests with all

76. How do we developing Excellent Managers?a. Instilling a willingness to learnb. Planning for innovationc. Measuring & rewarding managementd. Tailoring information [obtaining the right information in the right form &

at the right time]e. Expanding R & D in Tools & Techniquesf. Creating a strong intellectual leadership

PRINCIPLES PRACTICES & MANAGEMENT

1. A PROCESS WHERE OPTIMUM UTILIZATION OF RESOURCES TAKES PLACE TO ACCOMPLISH AN ORGANIZATION’S GOAL, WHAT IS IT CALLED?

a. MANAGEMENT2. A RATIO OF OUTPUT TO INPUT WHAT IS IT CALLED?

a. PRODUCTIVITY3. WHAT DOES SYSTEM HAVE?

a. INPUT / PROCESS / OUTPUT4. WHO PLAYS A ROLE IN REGULATING THE RELATIONSHIP BETWEEN SOCIETY & ORGANIZATION?

a. GOVERNMENT5. ON WHAT IS THE RELATIONSHIP BETWEEN SOCIETY & ORGANIZATION BASED?

a. TRUST6. WHAT DO WE CALL WHEN AN ORGANIZATION ENGAGES IN TRANSACTIONS ACROSS NATIONAL

BOUNDARIES?a. INTERNATIONAL BUSINESS

7. WHAT IS THE NAME OF AN ORGANIZATION WHERE HEADQUARTER IS IN ONE COUNTRY, BUT OPERATION ARE IN MANY ORGANIZATIONS?

a. MULTINATIONAL CORPORATION8. WHAT IS THE TERM WE USE WHERE ONE GLOBAL POLICIES IS USED ACROSS ALL LOCATIONS?

a. GEOCENTRIC9. WHAT DO WE CALL AN ORGANIZATION THAT VIEWS THE WHOLE WORLD AS ONE MARKET?

a. GLOBAL OR TRANSNATIONAL10. AN ACTION PLAN TO ACCOMPLISH AN OBJECTIVE WHAT IS IT CALLED?

a. PLANNING11. NAME THE STRATEGY THAT MINIMIZES WEAKNESS & THREATS?

a. WT STRATEGY12. NAME THE STRATEGY THAT USES STRENGTH OF AN ORGANIZATION TO TAKE ADVANTAGE OF THE

OPPORTUNITY?a. ST STRATEGY

13. NAME THE STRATEGY THAT HAS GROWTH / STABILITY / TURNAROUND AS ITS CLASSIFICATION?a. CORPORATE

14. WHAT IS THE TERM THAT IS USED TO PREDICT FUTUREa. FORECASTING

15. IF FUTURE IS UNKNOWN WHAT SHOULD BE BASIS OF FORECASTING?a. ASSUMPTIONS

16. NAME THE TECHNIQUE USED TO FORECAST FUTURE TECHNOLOGY?a. DELPHI

17. WHAT IS THE CORE OF PLANNING?a. DECISION MAKING

18. NAME THE APPROACHES IN SELECTING ALTERNATIVES?a. EXPERIENCE / EXPERIMENTATION / RESEARCH ANALYSIS

19. NAME THE TYPES OF DECISIONS?a. PROGRAMMED / NON-PROGRAMMED

20. CONTINUOUS IMPROVEMENT IS THE OUTCOME OF WHICH PROCESS?a. INNOVATION

21. NAME THE FOUR STEPS IN CREATIVITY?a. UNCONSCIOUS SCANNING / INTUITION / INSIGHT / LOGICAL FORMATION

22. NAME THE TECHNIQUE FOR FACILITATING CREATIVITY?a. BRAINSTORMING

23. THE NUMBER OF EMPLOYEES A MANAGER CAN EFFECTIVELY SUPERVISE, WHAT IS IT CALLED AS?a. SPAN OF CONTROL

24. NAME THE ORGANIZATION WHEREIN AN INDIVIDUAL REPORTS TO TWO SENIORS?a. MATRIX ORGANIZATION

25. NAME THE PERSON WHO TRANSFORMS A DREAM OR AN IDEA INTO A PROFITABLE VENTURE BY OPERATING WITHIN THE ORGANIZATIONAL ENVIRONMENT?

a. INTREPRENEUR26. WHO IS RESPONSIBLE FOR CREATING AN ENVIRONMENT TO ACCOMPLISH THE ORGANIZATIONAL

OBJECTIVES?a. CEO & HIS TEAM

27. NAME THE ORGANIZATION THAT IS CONNECTED THROUGH IT?a. VIRTUAL ORGANIZATION

28. WHERE DOES AUTHORITY VEST?a. POSITIONS

29. WHAT IS RELATED TO PLANNING?a. CONTROL

30. WHAT GIVES THE STATUS ON INPUTS?a. FEEDFORAWRD

31. WHAT IS THE OTHER TERM FOR RATIO OF INPUT TO OUTPUT WITHIN TIME FRAME?a. PRODUCTIVITY

32. WHAT CAN EASILY BE MEASURED OF AN INDIVIDUAL?a. ABILITY

33. WHICH APPROACH IS USEFUL WHEN ORDER QUANTITIES ARE PREDICTABLE & FAIRLY CONSTANT?a. ECONOMIC ORDER QUANTITY

34. WHAT IS ZERO INVENTORY?a. JUST IN TIME

35. TO KEEP THE COST UNDER CONTROL, WHERE ARE THE ORGANIZATION FOCUSING?a. CORE ACTIVITIES

36. WHAT IS AN OUTCOME OF REENGINEERING ACTIVITY?a. OUTSOURCING

37. WHEN WE ESTIMATE THE VALUE OF EACH OPERATION WHAT IS IT CALLED AS?a. VALUE ENGINEERING

38. WHAT DOES TQM DEMAND?a. FREE FLOW OF INFORMATION

39. WHAT IS THE GOAL OF ROI?a. OPTIMIZING RETURNS & NOT PROFITS

40. WHAT TYPE OF MANAGERS ARE NEEDED IN A COMPETITIVE ENVIRONMENT?a. VISIONARY MANAGERS

COMPETENCY MAPPING:

1. Name the two test used to predict job performance & with no biases?a. Use of criterion samplesb. Identification of thoughts / behaviors that caused the outcomes

2. In job-competency approach, with what do we begin our analysis?a. Make no assumption as to what characteristics are needed to perform the jobb. Identify operant thoughts / behaviors related to successful outcomes

3. What is the criterion validity of competency method?a. The criterion validity: What actually causes superior performance in a job

& not what factors most reliably describe all the characteristics of a person

4. What is the context of identifying competetencies?a. Sensitiveness

5. What is competency?a. Underlying characteristics of an individual resulting in a superior

performance6. On what principle does competency work?

a. Cause & effect7. Name the competency characteristics?

a. Motive / Traits / Self-Concept / Knowledge / Skill 8. Which characteristics are visible / invisible?

a. Knowledge / Skill are visible. Rest are invisible9. What constitutes our core personality?

a. Traits / Motive10. Which competency characteristics can be changed?

a. Self-concept11. What predicts our behaviour?

a. Motive / Traits / Self-concept12. What defines behaviour?

a. Intent / Motive13. When is a characteristic a competency?

a. When it predicts something meaningful in the real world14. Name the frequently used criteria in competency study?

a. Superior Performance / Effective performance15. Name the two categories of competency?

a. Threshold / Differentiating16. Name the interview used in competency mapping?

a. BEI17. Who are interviewed in BEI?

a. Superior Performers18. How is each competency or behaviour indicated in the interview?

a. Examples drawn from interviews of superior performers19. What does each competencies behaviours have?

a. Range20. Name the range?

a. Intensity / Size of impact / Complexity / Amount of effort / Unique dimension

21. Is it true that only one social motive drives competency behaviour?a. More than one social motive in combination drive competency behaviour

22. Which behaviour is seen in average performers?a. Negative points

23. Name the steps included in criteria sample method?a. Define performance criteria / identify criterion sample / collect data /

analyze data / develop competency model / validate competency model / prepare application of competency model

24. What is an ideal criterion?a. Hard outcome measure

25. If hard outcomes are not available, what can be used?a. Ratings by boss / peers / customers / suppliers / subordinates

26. Why is effectiveness criteria used?a. Identify superior / average performers

27. Name the methods used to collect data?a. BEI / Experts / Surveys / Computer based expert system / Job task

analysis / Direct Observation28. Name the two routes in BEI?

a. Critical Incident / Thematic Apperception Test29. What is the advantage of BEI?

a. Study is empirical / Competencies are expressed precisely / Objective / Data can used for Assessment / Training / Career Path

30. What are the disadvantages of BEI?a. Time consuming / Costly / Expert is required / Ignores non critical

incident jobs / Impractical for many jobs31. How do expert panels identify characteristics needed for performance at superior /

minimum level?a. Brainstorming

32. What is the advantage of Expert Panel method?a. Quick & Efficient

33. What are the disadvantages of expert panel?a. Identification of motherhood statements / lack psychological / technical

vocabulary34. At how many skills a survey focuses?

a. One at a time35. What are the advantages of survey method?

a. Quick / Less Costly / Large number of jobs can be studied36. What are the disadvantages of survey method?

a. New competencies not included / Same questions are asked to all the employees

37. To whom are the questions posed in cbs?a. Researchers / managers / experts

38. What are the advantages of cbs?a. Access to past competency studies / less costly / speed

39. What are the disadvantages of cbs?a. Data depends upon the accuracy of the responseb. Cost of hardware / softwarec. Overlooks specialized competencies not in the database

40. How is data collected in job task / functional analysis?a. Observation over a period of timeb. Questionnairec. Diaryd. Interview

41. What are the disadvantages of job task / functional analysis?a. Provides characteristics of job rather than of peopleb. Task list can become too detailed

42. When we analyze the data collected from all the sources, what should we identify?a. Identify personality / skill competencies that distinguishes superior

performers from average performers43. What is the heart of job competency model?

a. Bei44. What should you probe into an action [behavior of the individual]?

a. Thought45. How is competency model developed?

a. Bei / survey / expert / observation / panel

46. What is thematic analysis?a. Process of identifying themes / patterns in raw data

47. What is concept creation?a. Ability to recognize a pattern & create a new concept to make sense of the

raw data48. What do we look for in identifying competencies?

a. Situations / who is involved / thoughts / motivations / feelings / actions / outcomes / other characteristics

49. Into how many categorizes we organize the differences into?a. Cognitive or intellectual / interpersonal / motivational

50. What are the future business challenges?a. Technological change / societal changes / knowledgeable workers /

intensifying global competition / fragmentation of markets into niche markets / diversity

51. Name the competencies required for a ceo?a. Strategic thinking / relationship management / change management

52. What are the competencies required for managers?a. Flexibility / change implementation / entrepreneurial innovation /

interpersonal understanding / empowering / portability / team facilitation53. What are the competencies required for employees?

a. Flexibility / achievement motivation / collaborative ness / customer service orientation /

54. When does hrm add value?a. When it helps individuals & organizations to do better than their current

level of performance

SHRM:1. IN ANY COMPETITIVE ENVIRONMENT WHAT SHOULD A BUSINESS HAVE?

a. COMPETITIVE ADVANTAGE2. IN A STRATEGIC HR, HOW ARE PEOPLE CONSIDERED?

a. ASSET3. NAME THE SOURCE OF EMPLOYEE’S CONTRIBUTION?

a. KNOWLEDGE / ATTITUDE4. WHAT IS THE CHARACTERISTICS OF A PHYSICAL ASSET?

a. IT CAN BE OWNED5. WHAT IS CRITICAL IN STRENGTHENING RELATIONSHIP?

a. COMMUNICATION & ENGAGEMENT6. HOW DO WE DETERMINE WHO ARE THE KEY PEOPLE IN AN ORGANIZATION?

a. TRANSFORM PERFORMANCE MANAGEMENT INTO A DISCIPLINED STRATEGIC & VALUE ADDED PROCESS?

7. WHAT DETERMINES AN ORGANIZATIONAL INVESTMENT IN ASSET?a. SENIOR MANAGEMENT’S VALUES / ACTIONS

8. IN FINANCIAL INVESTMENT, WHAT TYPE OF TRADE EXISTS?a. RISK & RETURN

9. WHICH SKILL AN EMPLOYEE CANNOT TRANSFER TO ANOTHER ORGANIZATION?a. CUSTOM MADE SKILL

10. WHEN WE TAKE COST BENEFIT APPROACH, WHAT IS IT CALLED AS?a. UTILITARIANISM

11. WHAT SHOULD AN INVESTMENT PRODUCE?a. SUSTAINABLE COMPETITIVE ADVANTAGE

12. WHAT DO WE CALL THE PROCESS, WHERE AN EMPLOYEE OPERATES FROM HIS HOME?a. TELECOMMUTING

13. WHAT IS THE VALID REASON FOR THE EMPLOYER TO MONITOR AN EMPLOYEE’S PERFORMANCE?a. BUSINESS NEEDS

14. THOSE BORN BETWEEN 1945-1962 WHAT ARE THEY CALLED AS?a. BABY BOOMERS

15. THOSE BORN BETWEEN 1963-1970 WHAT ARE THEY CALLED AS?a. BABY BUSTERS

16. THOSE BORN LATE 1970 & EARLY 1980 WHAT ARE THEY CALLED AS?a. GENERATION “X”

17. NAME THE SOURCES OF INDIVIDUAL DIVERSITY?a. PERSONAL / WORK-RELATED

18. WHAT DOES CEO FORMULATE?a. STRATEGY

19. WHAT SERVES AS A FOUNDATION FOR AN ORGANIZATION?a. MISSION STATEMENT

20. WHAT DOES INTERNAL ENVIRONMENT CONSISTS OF?a. RESOURCES / MANAGEMENT SYSTEMS

21. NAME THE TYPES IN CORPORATE STRATEGIES?a. GROWTH / STABILITY / TURNAROUND

22. NAME THE TYPES IN BUSINESS UNIT STRATEGIES?a. COST LEADERSHIP / DIFFERENTIATION / FOCUS

23. NAME THE OTHER ALTERNATE BUSINESS UNIT STRATEGYa. LOGICS OF CONTROL

24. NAME THE STRATEGIC BUSINESS NEEDS?a. SURVIVAL / GROWTH / ADAPTABILITY / PROFITABILITY

25. WITH WHAT IS HR PRACTICES ASSOCIATED?a. ROLES

26. WHAT ARE THE ABILITIES NEEDED IN GLOBALIZATION?a. MANAGING DIVERSITY / COMPLEXITY / AMBIGUITY

27. IN THE PAST HOW DID PROFIT COME?a. CUTTING COST

28. WHAT DOES KNOWLEDGE PROVIDE?a. COMPETITIVE ADVANTAGE

29. WHAT TYPE OF SKILLS ARE NEEDED TO DEAL WITH CHANGE?a. RAPIDLY MAKING CHANGE / AGILITY OF DOING NEW THINGS

30. HOW CAN HR IMPROVE ITS CREDIBILITY?a. BY IMPROVING EFFICIENCY

31. NAME THE CHARACTERISTICS OF HR CAPITAL?a. STRATEGIC VALUE / UNIQUENESS

32. NAME THE TYPES OF EMPLOYMENT MODEL WHICH HR CAPITAL GIVES RISE?a. KNOWLEDGE BASED / JOB BASED / CONTRACTUAL WORK ASSIGNMENTS / ALLIANCES OR

PARTNERING ASSIGNMENTS33. WHAT IS THE OUTCOME OF STRATEGIC HRM?

a. INCREASED PERFORMANCE / EMPLOYEE & CUSTOMER SATISFACTION / ENHANCED SHAREHOLDER’S VALUE

34. WHAT DOES HR STRATEGY CONTAIN?

a. HR PLANNING / DESIGN & REDESIGN OF WORK35. NAME THE DESIGN SHIFTS IN NEW SUCCESSION PLANNING PARADIGM?

a. CORE CAPABILITIES / CANDIDATE CHOICE / COMPETENCY FOCUSED DEVELOPMENT / COMMUNICATION OPENNESS / CONTINUOUS REVIEW

36. IN ANY INTERFACE, WHAT FACTORS ARE IMPORTANT?a. EFFICIENCY / COORDINATION / CONTROL OF PROCESS / FREE FLOW OF COMMUNICATION

37. WHY IS REENGINEERING DONE IN AN ORGANIZATION?a. INCREASE EFFICIENCY / ENHANCE PERFORMANCE

38. WHAT ARE THE ADVANTAGES OF OUTSOURCING?a. COST SAVINGS / EXTENDED WORK DAY TO 24 HOURS

39. NAME THE STAGES IN MERGERS & ACQUISITIONS?a. PRE-DEAL / DUE DILIGENCE / INTEGRATION PLANNING / IMPLEMENTATION

40. NAME THE CORE CHARACTERISTICS OF A JOB?a. SKILL VARIETY / TASK IDENTITY / TASK SIGNIFICANCE / AUTONOMY / FEEDBACK

41. IN STAFFING PROCESS, WHAT HAS AN IMPACT ON BOTTOM LINE?a. DECISION

42. WHAT S THE MOST IMPORTANT PART IN STAFFING?a. CULTURAL FIT

43. WHICH IS THE BEST RECRUITMENT STRATEGY WHEN THE ORGANIZATION IS PURSUING STABILITYa. INTERNAL

44. NAME THE TWO ERRORS THAT OCCURS WHEN WE HAVE LOW RELIABILITY?a. DEFICIENCY / CONTAMINATION

45. NAME THE TWO TYPES OF VALIDITY THAT SUPPORT SELECTION CRITERIA?a. CONTENT / CRITERIA RELATED

46. NAME THE ERROR WHEREIN WE COMPARE CANDIDATES?a. CONTRAST

47. WHAT CAN FIX BAD SELECTION?a. NOTHING

48. IN IDENTIFYING TRAINING NEEDS AT ORGANIZATION LEVEL, WITH WHAT SHOULD TRAINING BE RELATED?

a. ORGANIZATIONAL OBJECTIVES49. AT WHAT LEVEL IS THE TRAINING IDENTIFIED IF RARE RESPONSIBILITIES ARE ASSIGNED TO

A JOB?a. TASK LEVEL

50. WHAT SHOULD HAVE EVERY TRAINING PROGRAM HAVE?a. QUANTIFIED OBJECTIVES

51. WHEN ESTABLISHED HABITS ACT AS BLOCK IN LEARNING PROCESS, WHAT IS IT CALLED AS?a. INTERFERENCE

52. IF WE ARE CHECKING WHETHER THE TRAINEES ARE USING KNOWLEDGE AT THEIR WORK PLACE, AT WHICH LEVEL IS THE TRAINING BEING ASSESSED?

a. BEHAVIOR53. WITH WHAT SHOULD TRAINING BE INTEGRATED?

a. PERFORMANCE & COMPENSATION54. WHAT DO WE EVALUATE IN PERFORMANCE?

a. TRAITS / RESULTS / BEHAVIOR55. HOW TO EVALUATE PERFORMANCE?

a. ABSOLUTE / RELATIVELY56. WHAT DO WE CALL WHERE WE PROVIDE PERFORMANCE FEEDBACK TO THE EMPLOYEES?

a. PERFORMANCE MANAGEMENT SYSTEM57. ON WHAT SHOULD FEEDBACK BE BASED?

a. FACTS58. WHAT IMPACTS AN EMPLOYER’S ABILITY TO RETAIN EMPLOYEES?

a. COMPENSATION59. WHAT SHOULD COMPENSATION MAINTAIN IN ORDER TO COMPETE EFFECTIVELY / EFFICIENTLY

a. COST STRUCTURE60. WHAT IMPACTS MOTIVATION, COMMITMENT & PERFORMANCE ON THE JOB?

a. EQUITY61. WHAT IS EQUITY BASED ON?

a. PERCEPTIONS62. HOW DO YOU MAINTAIN INTERNAL EQUITY?

a. JOB EVALUATION63. HOW DO WE MAINTAIN EXTERNAL EQUITY?

a. SALARY SURVEY64. IF PAY DIFFERENTIAL EXISTS ON ACCOUNT OF MERIT PAY, WHICH EQUITY IS IT?

a. INDIVIDUAL EQUITY65. IN COMPENSATION WHAT DO YOU NEED TO MEET THE STRATEGIC OBJECTIVES?

a. CREATIVITY66. WHAT IS THE OUTCOME IF THERE IS LINK BETWEEN STRATEGY & COMPENSATION?

a. OPTIMAL PERFORMANCE67. HOW SHOULD NEGOTIATION TAKE PLACE?

a. GOOD FAITH

68. WHAT SHOULD BE THE OUTCOME OF NEGOTIATION?a. WIN-WIN

69. ON WHAT SHOULD NEGOTIATION BE BASED?a. GIVE & TAKE

70. TODAY WHEN UNION IS LOOSING ITS GROUND, HOW CAN INTEREST OF WORKERS BE PROTECTED?a. LEGISLATION OR MANAGEMENT INITIATIVE

71. WHAT CAN UNION GUARANTEE TO ITS EMPLOYEES TODAY?a. EMPLOYMENT SECURITY

72. IF EFFICIENCY IS SOUGHT BY REDUCING LABOR FORCE, WHAT TYPE OF REDUCTION IS IT?a. FORCED

73. NAME THE STRATEGY TO MANAGE VOLUNTARY TURNOVER?a. PERFORMANCE-REPLACEABILITY

74. IF EMPLOYEES DO NOT ADD VALUE, WHICH STRATEGY SHOULD BE ADOPTEDa. VRS

75. WHAT IS CRITICAL IN INTERNATIONAL ASSIGNMENTS?a. HR

76. IN WHICH, DIMENSION OF CULTURE DO WE VALUE & ENCOURAGE RISK TAKING?a. UNCERTAINTY AVOIDANCE

77. IN, WHICH APPROACH AN EXPATRIATE’S ASSIGNMENT MORE ATTRACTIVE TO DOMESTIC EMPLOYEES?

a. ETHNOCENTRIC78. WHICH, APPROACH GIVES AUTONOMY TO REGIONAL SUBSIDIARY WITHIN A GEOGRAPHIC REGION?

a. REGIOCENTRIC79. WHEN DO WE ADDRESS THE ISSUE OF LACK OF AUTONOMY?

a. REPATRIATION80. WHAT HAS AN IMPACT ON AN ORGANIZATION’S SUCCESS IN INTERNATIONAL ARENA?

a. AWARENESS OF CULTURAL DIFFERENCE

ORGANIZATION BEHAVIOR

1. WITH WHAT SHOULD AN ORGANIZATION ALIGNMENT ITSELF?a. EXTERNAL ENVIRONMENT

2. IN AN ORGANIZATION, WHICH ARE THE TWO GOALS THAT SHOULD BE ASSIGNED?a. ORGANIZATION & INDIVIDUAL GOALS

3. HOW DOES AN ORGANIZATION ACCOMPLISH ITS PURPOSE?a. OPTIMUM UTILIZATION OF ITS RESOURCES.

4. TO ACCOMPLISH ORGANIZATIONAL GOALS, WHAT COMPETENCIES ARE NEEDED?a. TECHNICAL / PEOPLE / CONCEPTUAL

5. ON WHAT DOES THE SUCCESS OF AN ORGANIZATION DEPENDS?a. BEHAVIOUR OF THE PEOPLE

6. AT HOW MANY LEVELS IS OB STUDIED IN AN ORGANIZATION?a. INDIVIDUAL / GROUP / ORGANIZATION

7. STATE THE BIOLOGICAL CHARACTERISTICS OF PEOPLE?a. AGE / MARITAL STATUS / GENDER / TENURE

8. NAME THE METHODS OF SHAPING BEHAVIOUR?a. POSITIVE & NEGATIVE REINFORCEMENT / PUNISHMENT / EXTINCTION

9. HOW MANY TYPES OF REINFORCEMENT ARE THERE?a. CONTINUOUS / INTERMITTENT

10. IN THE STUDY OF OB HOW MANY TYPES OF ATTITUDES ARE ADDRESSED?a. JOB SATISFACTION / JOB INVOLVEMENT / ORGANIZATIONAL COMMITMENT

11. STATE THE DIMENSIONS OF DISSATISFACTION:a. CONSTRUCTIVE OR DESTRUCTIVE & ACTIVE OR PASSIVE

12. WHAT IS THE DIFFERENCE BETWEEN EMOTION & MOOD?a. MOOD LACKS CONTEXT

13. HOW DO WE INTERPRET THE ENVIRONMENT?a. THROUGH OUR SENSES

14. NAME THE FACTORS THAT INFLUENCE OUR PERCEPTION?a. PERCEIVER / TARGET / SITUATION

15. WHEN WE JUDGE OTHERS ON THE BASIS OF ONE’S PERCEPTION OF THE GROUP, WHAT IS IT CALLED AS?

a. STEREOTYPING16. WHAT DOES INDIVIDUAL CREATIVITY REQUIRES?

a. EXPERTISE / CREATIVE THINKING SKILLS / INTRINSIC TASK MOTIVATION17. THINKING RATIONAL, & TOLERANCE FOR AMBIGUITY HIGH WHICH DECISION MAKING STYLE IS

IT?a. ANALYTICAL

18. NAME THE CRITERIA FOR MAKING ETHICAL DECISIONS?a. UTILITARIANISM / RIGHT / JUSTICE

19. WHERE PEOPLE DON’T LIKE TO WORK, WHICH MOTIVATION THEORY IS IT?a. THEORY X

20. WHO PROPOSED ACHIEVEMENT / POWER / AFFILIATION NEEDSa. McClelland

21. NAME THE TYPES OF SKILLS IN WORK GROUP?a. SUPPLEMENTARY

22. NAME THE TYPES SKILLS IN WORK TEAM?a. COMPLIMENTARY

23. NAME THE TEAM, WHERE MEMBERS ARE FROM THE SAME DEPARTMENT?a. PROBLEM-SOLVING

24. IN WHICH TEAM COMMON GOAL IS ACCOMPLISHED THROUGH COMPUTER?a. VIRTUAL TEAM

25. NAME THE BARRIER TO EFFECTIVE COMMUNICATION WHERE PEOPLE INTERPRET OTHERS MESSAGE AS THREATENING?

a. DEFENSIVENESS26. NAME THE BARRIER WHERE RECEIVER HEARS WANTS TO HEAR WHAT HE WANTS TO HEAR?

a. SELECTIVE PERCEPTION27. NAME THE TYPE OF COMMUNICATION WHERE MESSAGES ARE COMMUNICATED THROUGH BODY

MOVEMENT?a. NON-VERBAL

28. NAME THE CULTURE THAT RELIES HEAVILY ON NON-VERBAL & SUBTLE SITUATIONAL CUES?a. HIGH CONTEXT CULTURE

29. WHAT TYPE OF COMMUNICATION WE SHOULD HAVE, WHILE DEALING WITH CHANGE?a. FACE TO FACE

30. WHEN GIVING FEEDBACK, ON WHICH ASPECT, SHOULD WE FOCUS?a. SPECIFIC BEHAVIOR

31. IN, WHICH TYPE OF LEADERSHIP IS, INDIVIDUALIZED CONSIDERATION & INTELLECTUAL STIMULATION?

a. TRANSFORMATIONAL32. WHAT DOES VISIONARY LEADER CREATE?

a. REALISTIC / ATTRACTIVE FUTURE33. WHAT DOES A CHARISMATIC LEADER PROJECTS?

a. CONFIDENCE34. IN, WHICH LEADERSHIP MEANS & CONTENTS OF GOAL ARE ADDRESSED?

a. MORAL LEADERSHIP35. WHAT CONSTRAINS A LEADER’S STYLE?

a. CULTURE36. WHICH, TYPE OF PERSON WE TRUST?

a. KNOWLEDGEABLE / FAMILIAR PEOPLE37. WHAT DOES TRUST INVOLVE?

a. MAKING ONE VULNERABLE?38. NAME THE TRUST BASED ON FEAR OF REPRISAL?

a. DETERRENCE BASED TRUST39. NAME THE TYPE OF POWER THAT IS BASED ON PERSONAL TRAITS POSSESSED BY AN

INDIVIDUAL?a. REFERENT

40. WHAT DOES POWER CREATE?a. DEPENDENCY

41. WHAT IS CONTROLLED TO CREATE DEPENDENCY?a. RESOURCES

42. WHAT DO WE CALL, WHEN PEOPLE TRANSLATE POWER INTO SPECIFIC ACTION?a. TACTIC

43. WHAT IS POWER IN ACTION CALLED?a. POLITICS

44. WHY DO PEOPLE RESORT TO DEFENSIVE BEHAVIOR?a. AVOID ACTION / BLAME / CHANGE

45. WHAT TYPE OF DEFENSIVE BEHAVIOR, WHERE PEOPLE PROLONG A TASK, & APPEAR BUSY?a. STRETCHING

46. WHAT TYPE OF DEFENSIVE BEHAVIOR, WHERE PEOPLE BLAME EXTERNAL FACTORS?a. SCAPEGOAT

47. WHAT DO WE CALL A CONFLICT THAT HINDERS GROUP PERFORMANCE?a. DYSFUNCTIONAL

48. HOW DO WE KNOW WHETHER CONFLICT EXISTS?a. BEHAVIOR

49. HOW DO YOU CREATE FUNCTIONAL CONFLICT IN DECISION MAKING PROCESS?a. PLAYING DEVIL’S ADVOCATE

50. WHO PLAYS THE ROLE OF IMPARTIAL THIRD PARTY?a. CONSULTANT.

51. WHEN AN ORGANIZATION TAKES ON A LIFE ON ITS OWN WHAT IS IT CALLED?a. INSTITUTION

52. IF BELIEF, ASSUMPTIONS, & VALUES ARE PUT TOGETHER, WHAT IS IT CALLED?a. CULTURE

53. NAME THE TWO TYPES OF CULTURE?a. DOMINANT / SUBCULTURE

54. WHEN MATCHING OF EXPECTATIONS & REALITY IS MATCHED, WHAT IS IT CALLED?a. SOCIALIZATION

55. WHEN CHANGE IS INTENTIONAL & GOAL ORIENTED, WHAT IS IT CALLED?a. PLANNED CHANGE

56. WHAT DOES INNOVATIVE ORGANIZATION ENCOURAGE?a. EXPERIMENTATION

57. NAME THE TYPE OF ORGANIZATION THAT HAS A CAPACITY TO ADAPT & CHANGE?a. LEARNING ORGANIZATION

58. WHAT SHOULD YOU ESTABLISH TO MAKE YOUR ORGANIZATION A LEARNING ORGANIZATION?a. STRATEGY

59. WHERE IS THE SOURCE OF STRESS?a. EXTERNAL

60. NAME THE THREE SYMPTOMS OF STRESS?a. PHYSIOLOGICAL / PSYCHOLOGICAL / BEHAVIORAL

PROCESS MAPPING

1. AN ORGANIZATION THAT BELIEVES IN CONTINUOUS IMPROVEMENTS, FOCUSES ON WHICH ASPECT OF OPERATIONS?

a. PROCESS MAPPING2. WHAT IS THE STRATEGY AN ORGANIZATION ADOPTS TO SERVE THE CUSTOMERS?

a. CONTINUOUS IMPROVEMENTS3. WHICH MAP SHOWS LINK BETWEEN PARTS OF ORGANIZATION

a. RELATIONSHIP MAP4. WHAT IS LISTING OF ACTIVITIES INA SEQUENTIAL MANNER CALLED?

a. CROSS-FUNCTIONAL PROCESS5. NAME THE TWO ASPECTS OF FLOW CHART?

a. LISTING ACTIVITIES / DECISION TO BE TAKEN6. WHAT MAKES WORK VISIBLE?

a. MAPS / FLOWCHARTS7. WHAT IMPROVES COMMUNICATION & UNDERSTANDING?

a. INCREASED VISIBILITY8. WHAT DOES MAP PROVIDE?

a. COMMON FRAME OF REFERENCE9. HOW DOES MAP HELP IN IMPROVING CUSTOMER SATISFACTION?

a. BY INCREASING PRODUCTIVITY10. WHAT IS THE ROLE OF MAP IN ORIENTING NEW EMPLOYEES?

a. SHOWS HOW ONE’S CONTRIBUTION LEADS TO ORGANIZATION SUCCESS.11. HOW DO WE DEFINE IMPROVEMENTS?

a. ELIMINATION OF NON-VALUE ADDING ACTIVITIES12. WHAT IS FLOW CHART?

a. GRAPHIC REPRESENTATION OF THE PROCESS.13. HOW IS AN ACTIVITY REPRESENTED IN FLOWCHART?

a. USING OF SYMBOLS14. WHICH SYMBOL WE USE TO REPRESENT A DECISION?

a. DIAMOND15. WHAT IS THE SYMBOL USED FOR OPERATION?

a. RECTANGLE16. WHAT DOES INVERTED TRIANGLE REPRESENT?

a. STORAGE17. WHAT DOES CIRCLE REPRESENT?

a. INSPECTION18. HOW IS FLOW CHART DRAWN?

a. LEFT TO RIGHT OR TOP TO BOTTOM19. NAME THE METHODS TO CREATE A PROCESS MAP?

a. SELF-GENERATE / ONE-TO-ONE INTERVIEW / GROUP INTERVIEW20. WHAT IS THE ADVANTAGE OF SELF-GENERATE METHOD?

a. FASTER21. IN ONE-ONE INTERVIEW WHOM SHOULD INTERVIEW?

a. SUPPLIERS / PERFORMERS / CUSTOMERS22. WHAT IS THE ROLE OF A FACILITATOR IN PROCESS MAPPING?

a. CATALYST23. WHAT SHOULD BE THE CRITERIA FOR SELECTING PEOPLE TO CREATE PROCESS MAP?

a. POSSESS KNOWLEDGE OF PROCESS / INTERESTED IN IMPROVING PROCESS24. WHAT IS THE PRINCIPLE ON WHICH PROCESS MAP IS PREPARED?

a. GET IT DOWN FIRST, THEN GET IT GOOD25. WHAT ARE THE SKILLS A FACILITATOR OF PROCESS MAPS NEEDS?

a. QUESTIONING / LISTENING / KNOWLEDGE26. WHICH PROCESS SHOULD WE UNDERTAKE TO MAP IN AN ORGANIZATION?

a. CONTRIBUTES TO CUSTOMER PERCEIVED VALUE / COMPETITIVELY SUPERIOR27. WHAT DO WE CALL A PICTURE THAT SHOWS INPUT-OUTPUT CONNECTIONS?

a. RELATIONSHIP MAP28. HOW DO WE CREATE RELATIONSHIP MAP?

a. IDENTIFY THE MAJOR OUTPUTS / IDENTIFY IMMEDIATE CUSTOMERS / LIST THE MAJOR INPUTS / IDENTIFY WHERE THE INPUTS COME FROM / WHAT IS THE RELATIONSHIP BETWEEN INPUT / OUTPUT

29. WHAT DO WE CALL A MAP THAT ILLUSTRATES HOW WORK GETS DONE IN AN ORGANIZATION?a. CROSS-FUNCTIONAL PROCESS MAP

30. HOW IS DIFFERENT FUNCTIONS / DEPARTMENTS / ROLES REPRESENTED IN A CROSS-FUNCTIONAL MAPS?

a. HORIZONTAL BAND USING DOTTED LINES31. HOW IS SUBSET OF A FUNCTION SHOWN?

a. SPLITTING THE BAND32. WHAT IS COMMON ITEM BETWEEN CROSS-FUNCTIONAL PROCESS MAP & RELATIONSHIP MAPS?

a. DISCONNECT33. HOW DO WE VALIDATE C.F.P.M.?

a. REVIEW / OBSERVATION34. NAME THE TYPES OF PROCESS?

a. PRIMARY / PARALLEL 35. WHAT IS PRIMARY PROCESS?

a. BASIC STEPS THAT PRODUCE OUTPUT36. WHAT IS PARALLEL PROCESS?

a. OCCURS SIMULTANEOUSLY WITH PRIMARY PROCESS37. WHAT IS CYCLE TIME?

a. TIME REQUIRED TO COMPLETE A PROCESS38. NAME THE CRITERIA IN MEASURING PRODUCTIVITY?

a. CYCLE TIME39. WHAT IS THE ADVANTAGE OF PARALLEL PROCESS?

a. REDUCES CYCLE TIME40. WHAT IS THE DISADVANTAGE OF PARALLEL PROCESS?

a. DEMANDS MORE RESOURCES

TRANSACTIONAL ANALYSISSELECT THE RIGHT OPTIONS

[RIGHT OPTIONS ARE IN RED COLOUR]

1. WHAT IS TA?a. THEORY OF PERSONALITY / THEORY OF BEHAVIOUR / THEORY OF EMOTIONS

2. WHAT IS THE PHILOSOPHY OF TA?a. PEOPLE ARE NOT OK / PEOPLE CANNOT THINK / PEOPLE CAN CHANGE

3. WHAT IS THE BASIS OF ONE’S BEHAVIOUR?a. LEARNING FROM FRIENDS / LEARNING FROM IN-LAWS / LEARNING FROM PARENTS

4. WHAT DOES FUNCTIONAL EGO STATE?a. WORKING OF EGO STATE / CONTENTS OF EGO STATE / RESULTS OF EGO STATE

5. WHAT DOES PARENT EGO STATE CONTAINS?a. NURTURING PARENT / ADULT EGO STATE / ADAPTED CHILD

6. WHAT DOES CHILD EGO STATE CONTAINS?a. FREE CHILD / CONTROL PARENT / CRAZY CHILD

7. INTO HOW MANY PARTS IS ADULT EGO STATE DIVIDED?a. TWO / NIL / THREE

8. WHAT DOES NURTURING PARENT CREATE?a. DEPENDENCY / INDEPENDENCY / INTERDEPENDENCY

9. WHAT DOES ADULT EGO STATE DO?a. VERIFIES THE MESSAGES / DIGEST THE MESSAGES / OBEYS THE MESSAGES

10. WHAT DO I DO WITH MESSAGES OF MY PARENTS THAT I DO NO WISH TO FOLLOW?

a. DISOBEY / TURN DEAF / FANTASIZE11. HOW DO WE RECOGNIZE THE EGO STATES?

a. SOMEBODY TELLS US / BY READING / BEHAVIOUR12. ON WHAT BASIS DOES EGO STATE OPERATE?

a. BATTERY / PSYCHIC ENERGY / EMOTIONS 13. IN CONTAMINATION, WHAT HAPPENS TO FLOW OF ENERGY?

a. BECOMES SLOW / MOVES FAST / DOES NOT FLOW14. IN CONTAMINATION, WHICH EGO STATE GETS CONTAMINATED?

a. ADULT / PARENT / CHILD 15. WHEN PARENTS MESSAGES ARE PAIRED WITH CHILD BELIEFS, WHAT IS IT CALLED AS?

a. EXCLUSION / DOUBLE CONTAMINATION / INCLUSION16. IN EXCLUDED PARENT EGO STATE, WHICH EGO STATE IS SHUT OFF?

a. CHILD / PARENT / ADULT17. THE MESSAGES OF PARENTS THAT CONTAMINATES THE ADULT EGO STATE, WHAT IS IT CALLED

AS?a. PREJUDICES / GOSPEL TRUTH / COMMANDS

18. IN EXCLUDED CHILD EGO STATE, WHICH EGO STATE IS SHUT OFF?a. CHILD / PARENT / ADULT

19. IN EXCLUDED ADULT EGO STATE, WHICH EGO STATE IS SHUT OFF?a. CHILD / PARENT / ADULT

20. IN CONSTANT PARENT EGO STATE, WHICH EGO STATE OPERATES?a. PARENT / ADULT / CHILD

21. IN CONSTANT ADULT EGO STATE, WHICH EGO STATE OPERATES?a. PARENT / ADULT / CHILD

22. IN CONSTANT CHILD EGO STATE, WHICH EGO STATE OPERATES?a. PARENT / ADULT / CHILD

23. IN, WHICH TRANSACTIONS COMMUNICATION CAN ON INDEFINITELY?a. COMPLIMENTARY / CROSSED / ULTERIOR

24. HOW MANY TYPES OF ULTERIOR TRANSACTION EXISTS?a. ONE / TWO / THREE

25. HOW DO WE DETERMINE THE OUTCOMES OF ANY MESSAGE?a. AT SOCIAL LEVEL / AT PSYCHOLOGICAL / AT PHYSIOLOGICAL LEVEL

26. WHEN COMMUNICATION IS CROSSED, WHAT SHOULD THE INDIVIDUAL DO TO RE-ESTABLISH THE COMMUNICATION?

a. SHIFT EGO STATE / SAY SORRY / SEEK APOLOGY FIRST27. AS A CHILD WHAT DO WE CRAVE?

a. MILK / TOYS / LOVE & AFFECTION28. WHEN WE GROW UP, WHAT DO WE CRAVE FOR?

a. RECOGNITION / REWARD / ATTENTION29. RISK OF REJECTION IS MAXIMUM IN:

a. INTIMACY / GAME / WITHDRAWAL30. ON WHAT BASIS IS SCRIPT DECISION MADE?

a. LOGIC / WHAT HAS BEEN TOLD / EMOTIONS31. WHAT IS SCRIPT?

a. DIALOGUE / LIFE PLAN / TELEGRAM32. HOW ARE GOALS ACCOMPLISHED IN WINNING SCRIPT?

a. SMOOTHLY / DIFFICULTY / BY CHANCE33. WHEN DO WE GET INTO SCRIPT?

a. CASUALLY / STRESS / FORCED34. ON WHAT BASIS DOES AN INFANT COME TO A CONCLUSION?

a. LOGIC / WORDS / EMOTIONS35. COUNT 1-10, WHICH MESSAGE IS IT?

a. PROGRAM / INJUNCTION / DRIVER36. WHAT DO WE CALL MESSAGES BASED ON PERCEPTIONS

a. DRIVER / INJUNCTION / PERMISSION37. WHAT TYPE OF MESSAGE COMPELS US TO PERFORM?

a. ALLOWER / PERMISSION / DRIVER38. IN, WHICH SCRIPT PROCESS, THE TIME HANGS, WHEN THE THING WHAT I PLANNED HAPPENS?

a. UNTIL / AFTER / OPEN ENDED39. WHEN WE IGNORE A SOLUTION TO A PROBLEM, WHAT IS IT CALLED AS?

a. DISCOUNT / GAMES / RACKET40. AT HOW MANY LEVELS DISCOUNT TAKES PLACE?

a. TWO / FOUR / SIX41. WHAT IS FRAME OF REFERENCE?

a. PHOTO FRAME / REFERENCE LETTER / PERCEPTION42. WHEN THE SAME ISSUE IS ADDRESSED FROM DIFFERENT PERCEPTION, WHAT IS IT CALLED?

a. TANGENTIAL / BLOCKED / FRAME OF REFERENCE43. WHAT IS RACKET FEELING

a. GENUINE FEELING / SUBSTITUTE FEELING / FALSE FEELING 44. WHAT IS STAMP?

a. FOOT MARK / RACKET FEELING / USED FOR STORAGE

45. HOW SHOULD WE RELATE TO AN EXPERIENCE?a. FROM CURRENT / FROM PAST / FROM FUTURE

46. HOW SHOULD WE RELATE TO OTHERS?a. CASUALLY / SINCERELY / INTIMATELY

47. HOW SHOULD WE RESPOND TO OTHERS?a. FROM ADULT EGO STATE / FROM CHILD EGO STATE / FROM ALL THE THREE EGO STATES

48. WHAT IS THE AIM OF TA?a. AUTONOMY / IMPROVEMENT / BECOME A GOOD PERSON

49. WHAT SHOULD THE ADULT EGO STATE CONTAIN?a. CHILD EGO STATE / PARENT EGO STATE / POSITIVE PARENT & CHILD EGO STATE

50. WHAT DOES PROBLEM-SOLVING MEAN?a. TALKING / ACTION / PLANNING

SHRM

1. LIST THE FACTORS INFLUENCING AN ORGANIZATION’S INVESTMENT ORIENTATIONa. MANAGEMENT VALUESb. ATTITUDE TOWARDS RISKc. NATURE OF EMPLOYEE’S SKILLd. UTILITARIANISMe. AVAILABILITY OF OUTSOURCING

2. NAME THE FOUR FACTORS THAT AFFECT EMPLOYMENT RELATIONSHIP?a. TECHNOLOGYb. DEMOGRAPHICSc. DIVERSITYd. GLOBALIZATION

3. NAME THE THREE LOGIC TYPES OF BUSINESS UNIT STRATEGIES?a. INVESTMENTb. INDUCEMENTc. INVOLVEMENT

4. NAME THE 5 HR PS?a. PHILOSOPHYb. POLICIESc. PROGRAMSd. PRACTICESe. PROCESSES

5. LIST THE FIVE COMPETITIVE CHALLENGES THAT A BUSINESS FACES TODAY?a. GLOBALIZATIONb. PROFITABILITY THROUGH GROWTHc. TECHNOLOGYd. INTELLECTUAL CAPITALe. CHANGE & MORE CHANGE

6. LIST THE NEW ROLES OF HR?a. STRATEGIC PARTNERb. ADMINISTRATIVE EXPERTc. EMPLOYEE CHAMPIONd. BECOMING A CHANGE AGENT

7. LIST THE CRITICAL HR COMPETENCIES?a. STRATEGIC CONTRIBUTIONb. BUSINESS KNOWLEDGEc. PERSONAL CREDIBILITYd. HR DELIVERYe. HR TECHNOLOGY

8. NAME THE FOUR TYPES OF EMPLOYMENT MODEL?a. KNOWLEDGE BASEDb. JOB BASEDc. CONTRACTUAL WORK ARRANGEMENTSd. ALLIANCE OR PARTNERSHIP ARRANGEMENTS

9. WHAT DOES HR STRATEGY CONTAIN?a. HR PLANNINGb. DESIGN OF JOBS & WORK SYSTEM

10. NAME THE THREE FACTORS THAT HAVE TO BE CONSIDERED IN DESIGNING JOBS?a. WHAT WORKERS DO?b. WHAT WORKERS NEED?c. INTERFACE WITH OTHER JOBS IN THE ORGANIZATION?

11. NAME THE FIVE CHARACTERISTICS OF A JOB?a. SKILL VARIETYb. TASK IDENTITYc. TASK SIGNIFICANCEd. AUTONOMYe. FEEDBACK

12. NAME THE TWO TYPES OF VALIDITY?a. CONTENT VALIDITYb. CRITERIA RELATED VALIDITY

13. NAME THE FOUR LEVELS OF KIRKPATRICK’S ASSESSMENT OF TRAININGa. REACTIONb. LEARNINGc. BEHAVIOURd. RESULT

14. NAME THE FOUR TECHNIQUES OF JOB EVALUATION?a. RANKINGb. CLASSIFICATIONc. POINT COMPARISONd. FACTOR COMPARISON

15. NAME THE PAY DIFFERENTIALS THAT EXISTS ON ACCOUNT INDIVIDUAL EQUITY?a. SENIORITYb. SKILL BASED PAYc. MERIT PAY

16. NAME THE THREE BENEFITS FOR WHICH EMPLOYEES FORM A UNION?a. ECONOMICb. SOCIAL c. POLITICAL

17. LIST THE THREE GOALS OF THE UNIONa. EMPLOYMENT SECURITYb. HIGHER WAGESc. MAKE UNION STRONGER

18. NAME THE BEST TOOL TO MANAGE TURNOVER?a. PERFORMANCE –REPLACE ABILITY STRATEGY

19. WHAT IS THE STRATEGY TO MANAGE EMPLOYEE SEPARATIONa. DETERMINING THE VALUE OF HUMAN ASSETS FROM INVESTMENT PERSPECTIVE, &

CONSIDERING THE COST OF DISCARDING THE ASSETS.20. NAME THE FOUR APPROACHES TO STANDARDIZATION OF HR POLICIES?

a. ETHNOCENTRICb. POLYCENTRICc. REGIOCENTRICd. GEOCENTRIC

PMS [INFORMATION / CONSEQUENCES / INVOLVEMENT / CAREER]

1. LIST THE ISSUES BEFORE MANAGEMENT WRT PERFORMERS?a. RETAIN EXCELLENT PERFORMERb. DEAL WITH POOR PERFORMERSc. IMPROVE PERFORMANCE OF AVERAGE PERFORMERS

2. STATE THE CHARACTERISTICS OF EXCELLENT PERFORMERS?a. KNOWLEDGE & SKILLb. INTERNAL MOTIVESc. ABILITIES

3. STATE THE METHODS OF CREATING EXCELLENCE?a. MATCHING OF THE JOBb. TRAININGc. RECRUITMENTd. MANAGING ENVIRONMENT

4. EXCELLENCE IS A FUNCTION OF?a. K X M X A

5. STATE THE BELIEFS WRT COMMUNICATION & BUSINESS?a. INFORMAL COMMUNICATIONb. IMPORTANCE OF ECONOMIC GROWTH & PROFIT

6. NAME THE TESTS TO DETERMINE ORGANIZATION’S VALUES?a. BEING THE BESTb. IMITATING THE BESTc. AVOIDING THE WORSTd. SOURCE OF PRIDE

7. HOW DO WE DO REALITY CHECKING OF VALUES?a. HOW CONSISTENT IS THIS VALUE WITH WHAT IS OR HAS BEEN REWARDED IN THIS

ORGANIZATION?b. HOW COMMITTED AM I PERSONALLY TO THIS VALUE? IS THIS VALUE SOMETHING I AM

REALLY PREPARED TO LIVE BY?8. LIST THE DRIVING FORCES AN ORGANIZATION CAN HAVE?

a. PRODUCTS OFFERED TO CUSTOMERSb. SERVING CUSTOMERSc. TECHNOLOGY d. METHOD OF SALE

e. NATURAL RESOURCES9. LIST THE AREAS OF COMPETITION?

a. CAPACITYb. RATEc. ACCURACYd. UNIQUENESSe. TIMELINESSf. AVAILABILITYg. COSTh. BENEFIT / VALUEi. CUSTOMER SERVICE

10. NAME THE TYPES OF MEASURE THAT CAN BE DEVELOPED?a. COUNTSb. RATIOSc. PERCENTAGEd. RUPEES

11. NAME THE COMPONENTS OF MIS?a. SCORECARD DATABASEb. SCORECARDSc. THE SCORECARD EXCEPTION SUMMARYd. GRAPHS ON PERFORMANCE

12. STATE THE REASONS; IF CONSEQUENCES ARE NOT HAVING ANY EFFECT ON THE BEHVIOUR OF AN EMPLOYEE?

a. NO CONNECTION BETWEEN BEHAVIOUR & CONSEQUENCESb. CONSEQUENCE DOES NOT MATTERc. DOES NOT SATISFY NEED THAT IS IMPORTANTd. EFFORT IS NOT WORTH IT

13. STATE THE DISADVANTAGE OF CONTINUOUS REINFORCEMENT?a. REQUIRES LOT OF REIN FORCERSb. TAKES LOT OF TIME TO DELIVERc. TOO MUCH REINFORCEMENT LOOSES ITS EFFECT

14. STATE THE CRITERIA FOR A GOOD GAIN SHARING FORMULA.a. FAIR TO BOTH THE PARTIESb. EASY TO ADMINISTER / UNDERSTANDc. FLEXIBILITYd. USEFULNESS IN ISOLATING PROBLEM AREAS

15. NAME THE TWO TYPES OF PAY FOR KNOWLEDGE?a. INCREASED KNOWLEDGE BASEDb. MULTI-SKILLED BASED

16. LIST THE THREE AREAS IN WHICH COST GOES UP IN PAY FOR KNOWLEDGE?a. LABOUR, b. TRAINING, c. ADMINISTRATION

17. LIST THE AGENDA OF PMS MEETING?a. FOLLOW UP ITEMSb. PERFORMANCE FEEDBACKc. RECOGNITION & REWARDd. PROBLEM-SOLVING & DEVELOPING ACTION PLANe. NEWS / ANNOUNCEMENT / MEETING

18. LIST THE COMPONENTS OF CAREER MANAGEMENT SYSTEMS?a. SELF-ASSESSMENTb. REALITY CHECKc. GOAL SETTINGd. ACTION PLANNING

19. LIST THE ROLES OF MANAGER IN CAREER MANAGEMENT?a. COACHb. APPRAISERc. ADVISOR d. REFERRAL AGENTS

20. LIST THE SPECIAL CHALLENGES IN CAREER MANAGEMENT?a. PLATEAUING:b. SKILL OBSOLESCENCEc. BALANCING WORK & LIFE:d. COPING WITH LOSS OF JOBS:e. DEALING WITH OLDER EMPLOYEES:f. PRE-RETIREMENT SOCIALIZATION:g. RETIREMENT:h. EARLY RETIREMENT PROGRAMS:

IIPM. PUNEOBJECTIVE TEST

MANPOWER PLANNING & TA1. WHAT IS THE PURPOSE OF BUSINESS?

a. CREATION OF WEALTH2. DEFINE MANAGEMENT?

a. OPTIMUM UTILIZATION OF RESOURCES3. WHAT DOES SYSTEMATIC APPROACH ENSURE IN MANPOWER PLANNING?

a. CONTINUOUS & PROPER STAFFING4. MANPOWER PLANNING HAS A RELATIONSHIP WITH WHICH OTHER PLANNING?

a. SUCCESSION PLANNING5. NAME THE BLOCK ON ACCOUNT OF WHICH MANPOWER PLANNING BECOMES DIFFICULT?

a. ABSENTEEISM6. WHAT DOES JOB ANALYSIS CONSISTS OF?

a. JOB DESCRIPTION / JOB SPECIFICATION / JOB EVALUATION7. WHAT IS JOB DESCRIPTION?

a. LISTING DOWN DUTIES8. AGAINST WHAT IS PERFORMANCE EVALUATED?

a. STANDARD9. ON WHAT IS FORECASTING BASED?

a. ASSUMPTIONS10. NAME THE TECHNIQUE USED FOR FORECASTING IN SERVICE INDUSTRY?

a. SCATTER PLOT11. NAME THE TWO AUDITS WHICH WE CARRY OUT IN MANPOWER PLANNING?

a. HEADCOUNT / CAPABILITY12. NAME THE TWO SOURCES OF RECRUITMENT?

a. INTERNAL / EXTERNAL13. HOW CAN WE MAKE PEOPLE CHANGE THEIR NATURE?

a. PROVIDE CHOICE IN DECISION MAKING14. NAME THE TWO CLASSIFICATION OF PARENT EGO STATE?

a. CONTROLLING & NURTURING PARENT EGO STATE15. WHAT DO WE DO THE MESSAGES THAT WE RECEIVE FROM OUR PARENTS?

a. INTERNALIZE & BELIEVE IT16. IN PREJUDICES, ADULT EGO STATE IS CONTAMINATED BY WHICH EGO STATE?

a. PARENT EGO STATE17. WHEN SLOGAN + BELIEF ARE TREATED AS REALITY, WHAT IS IT CALLED?

a. DOUBLE CONTAMINATION.18. HOW MANY TYPES OF TRANSACTIONS ARE THERE?

a. COMPLIMENTARY / CROSSED / ULTERIOR19. WHEN WE DO NOT MEAN WHAT WE SAY, WHAT IS THAT TRANSACTION CALLED?

a. DUPLEX20. WHAT DOES A CHILD CRAVE FOR?

a. LOVE & AFFECTION.21. WHICH THEORY OF MOTIVATION CAN BE APPLIED TO STROKES?

a. REINFORCEMENT22. WHAT TYPE OF RELATIONSHIP SHOULD ONE AIM AT?

a. INTIMATE RELATIONSHIP23. INTO HOW MANY TYPES CAN MESSAGES BE CLASSIFIED?

a. WINNER / LOOSER / NON-WINNING24. WHAT FACTOR DISTINGUISHES BETWEEN WINNER & LOOSER

a. CHOICE25. IN WHICH RELATIONSHIP IS WIN-WIN OUTCOME ESTABLISHED?

a. I AM OK, YOU ARE OK26. IN WHICH RELATIONSHIP WE HAVE INFERIORITY COMPLEX?

a. I AM NOT OK, YOU ARE OK27. NAME THE TWO OPTIONS ONE HAS TO SOLVE THE PROBLEM?

a. ACTIVE / PASSIVE28. WHEN I TRY TO SOLVE TODAY’S PROBLEM BASED ON PRECEDENT, WHAT IS IT CALLED?

a. SCRIPT29. IN WHICH BEHAVIOR DOES AN INDIVIDUAL INDULGE IN REPETITIVE ACTIVITY?

a. AGITATION30. IN TA LANGUAGE, WHAT IS THE TERMINOLOGY USED FOR INABILITY TO SOLVE A PROBLEM?

a. DISCOUNTING