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Objection Test

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Objection Test

Objection Test

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  • 1. 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. ATTITUDE 6. WHAT DO YOU CALL A COMPONENT OF SALARY WHICH IS IN KIND, BUT HAS A MONETARY VALUE? a. BENEFIT 7. NAME THE COMPENSABLE FACTOR USED IN HAY SYSTEM? a. KNOW-HOW / PROBLEM-SOLVING / ACCOUNTABILITY 8. 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 PAY 10. 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. PERCEPTION 2. WHEN WE SELECT ONLY ONE STIMULUS, WHAT DO WE CALL THIS PROCESS AS? a. PERCEPTUAL SELECTIVITY 3. NAME THE TWO TYPES OF ATTRIBUTION? a. DISPOSITION / SITUATIONAL 4. WHAT IS THE PRECAUTION ONE SHOULD TAKE WHILE PUTTING BEST FOOT FORWARD? a. DO NOT DO IT AT THE COST OF ONE’S IDENTITY/ INTEGRITY 5. NAME THE STRATEGY ONE FOLLOWS IN DEMOTION a. PREVENTIVE 6. 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?
  • 2. a. PERCEPTION & JUDGMENT 8. NAME THE BARRIERS THAT PREVENT CHANGE IN ATTITUDE? a. PRIOR COMMITMENT / INSUFFICIENT INFORMATION 9. NAME THE FACTORS THAT CONTRIBUTE TO MOTIVATIONAL DIFFERENCE ACROSS CULTURE? a. ROLE OF RELIGION / UNCERTAINTY AVOIDANCE / POWER DISTANCE 10. WHAT IS CONCERNED WITH OPTIMAL HUMAN FUNCTIONING? a. POSITIVE PSYCHOLOGY COMPENSATION MANAGEMENT 1. WHICH COST IS CRITICAL IN GLOBAL ECONOMY? a. LABOUR COST 2. IF COMPENSATION PROGRAM & STRATEGIC PLAN GETS ALIGNED WHAT DOES ORGANIZATION GET? a. COMPETITIVE ADVANTAGE 3. 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 PERCEPTION 6. WHAT NEEDS OF PEOPLE DOES REWARD SATISFY? a. EMOTIONAL & INTELLECTUAL 7. ON WHAT DOES ORGANIZATION OUTPUT DEPEND? a. SKILL / INTEREST / EFFORT 8. WHAT HAS AN EFFECT ON INDIVIDUAL BEHAVIOUR? a. PAY / JOB / ORGANIZATION SATISFACTION 9. 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 15:1 b. 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 GAINS 5. WHAT DOES ORGANIZATION DRAW FROM AN ENVIRONMENT? a. RESOURCES 6. WHAT SHOULD ORGANIZATION DO WITH PRODUCTIVITY GAIN? a. SHARE WITH EMPLOYEES 7. IN WHICH ACTIVITY VALUE ADDITION TAKE PLACE? a. CORE 8. NAME THE SOURCES OF ABILITY TO PERFORM? a. KNOWLEDGE / EXPERIENCE 9. WHAT DO PEOPLE BRING TO AN ORGANIZATION? a. KNOWLEDGE & ATTITUDE 10. HOW DO PEOPLE CONTRIBUTE TO AN ORGANIZATION? a. THROUGH DECISION MAKING PROCESS 11. WHAT IS TASK? a. SINGLE ACTIVITY WITH A PURPOSE 12. DEFINE DUTY? a. SERIES OF ACTIVITIES 13. DEFINE METHODS OF JOB-ANALYSIS? a. OBSERVATION / QUESTIONNAIRE / EXPERTS / SENIORS 14. TO WHOM SHOULD ONE DELEGATE? a. KNOWLEDGEABLE PERSON 15. WHAT IS JOB SPECIFICATION? a. DEMAND MADE BY THE JOB ON AN INDIVIDUAL IN TERMS OF KNOWLEDGE / EXPERIENCE 16. NAME THE THREE METHODS OF INCREASING RESPONSIBILITIES IN DE-JOBBING? a. JOB ENRICHMENT / JOB ENLARGEMENT / JOB ROTATION 17. WHAT IS JOB ENLARGEMENT? a. INCREASING THE SCOPE OF THE JOB
  • 3. 18. WHAT IS COMPETENCY? a. KNOWLEDGE PLUS ATTITUDE 19. WHAT SHOULD EVERY JOB HAVE? a. SKILL VARIETY / TASK SIGNIFICANCE / TASK IDENTITY / AUTONOMY / FEEDBACK 20. 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 HRM 1. WHAT IS THE SOURCE OF SUCCESS OF AN ORGANIZATION IN A GLOBAL MARKET PLACE? a. ABILITY TO PLAN, ATTRACT, DEVELOP & RETAIN CAPABLE & COMMITTED PEOPLE 2. WHAT IS THE BIGGEST CHALLENGE BEFORE MANAGEMENT IN GLOBALIZATION? a. BALANCING LOCAL CONTEXT IN GLOBAL WORKFORCE MANAGEMENT 3. LIST THE TWO TYPES OF INNOVATION? a. MANAGEMENT PRACTICES / TECHNOLOGICAL INNOVATION 4. LIST THE INTERNAL FACTORS THAT AFFECT GLOBAL WORKFORCE? a. COMPANY CULTURE / CLIMATE / STRATEGY / STRUCTURE 5. WHICH MODEL A GLOBAL ORGANIZATION SHOULD NOT FOLLOW? a. ETHNOCENTRIC 6. WHAT DOES CULTURE INFLUENCE? a. VALUES / ATTITUDES / BEHAVIOUR 7. WHAT SHOULD AN ORGANIZATION DO TO MANAGE HR EFFECTIVELY AT HOME & ABROAD? a. KNOW / MANAGE / ASSESS EMPLOYEES AT AN INDIVIDUAL LEVEL 8. 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. BENCHMARKING 10. WHAT ARE THE PRECAUTIONS A GLOBAL ORGANIZATION IS SUPPOSED TO TAKE WITH RESPECT TO CULTURE? a. BE SENSITIVE TO CULTURAL DIFFERENCES b. APPRECIATE COMMONALITIES HUMAN FAMILY c. NOT TO OVERESTIMATE THE IMPACT OF CULTURAL DIFFERENCES ORGANIZATION DEVELOPMENT OBJECTIVE TEST: MARKS: 40 DURATION: 100 MINUTES
  • 4. 1. AT WHICH PROCESS, OD EXERCISE TARGETS? a. HUMAN & SOCIAL PROCESSES 2. WHAT ARE THE GOALS OF OD? a. IMPROVE FUNCTIONING OF EMPLOYEES b. 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. BELIEF 4. WHAT CLASSIFIES BELIEFS INTO GOOD OR BAD a. VALUES 5. WHAT IS THE TERM, USED, WHEREIN BELIEFS ARE TAKEN FOR GRANTED? a. ASSUMPTIONS 6. WHAT ARE OD VALUES? a. HUMANISTIC b. OPTIMISTIC c. 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 GOALS 9. WHAT DO ATTITUDINAL &MOTIVATIONAL PROBLEMS REQUIRE? a. INTERACTIVE & TRANSACTIONAL INTERACTIONS 10. WHICH NEEDS DO TEAM SATISFY? a. EMOTIONAL & SOCIAL NEEDS 11. WHERE DOES PROBLEM LIE IN AN ORGANIZATION? a. SYSTEM & NOT PEOPLE 12. WHAT ARE THE OUTCOMES OF PUTTING PEOPLE FIRST? a. HANDSOME PROFITS & PERFORMANCE 13. HOW SHOULD WE TREAT PEOPLE, IF WE HAVE TO TRANSFORM THE ORGANIZATION? a. WITH RESPECT 14. NAME THE THREE STAGES IN KURT LEWIN’S MODEL? a. UNFREEZING / MOVEMENT / REFREEZING 15. 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 & TRANSFORMATIONAL 17. WHAT DOES BURKE-LITWIN MODEL DIFFERENTIATE? a. ORGANIZATION CLIMATE & ORGANIZATIONAL CULTURE 18. IN PORRAS ROBERTSON MODEL WHAT PLAY A CENTRAL ROLE? a. WORK-SETTING 19. 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 STRUCTURE 23. WHAT DO WE CALL A SYSTEM WITH MULTIPLE PATHS TO GOALS? a. EQUIFINALITY 24. WHAT DOES OD INTERVENTION INCREASE? a. INVOLVEMENT & PARTICIPATION 25. NAME THE TYPES OF STRATEGIES FOR BRINGING ABOUT A CHANGE? a. EMPIRICAL-RATIONAL / NORMATIVE-RE-EDUCATIVE / POWER-COERCIVE 26. 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 / LEADERSHIP 28. NAME THE THREE REVOLUTIONS? a. AGRICULTURE / INDUSTRIAL / IT 29. IN THIRD WAVE WHERE DOES THE OD CONSULTANT FOCUS? a. WELLNESS OF THE ORGANIZATION 30. NAME THE GOALS OF AN INTERVENTION ACTIVITY?
  • 5. a. EDUCATIONAL / ACCOMPLISHMENT 31. WHAT TYPE OF SKILLS DO TEAM MEMBERS HAVE? a. COMPLIMENTARY 32. HOW ARE DECISIONS TAKEN IN A TEAM? a. CONSENSUS 33. WHO ARE THE MAJOR PLAYERS IN A TEAM BUILDING EXERCISE? a. CONSULTANT / GROUP LEADER / GROUP MEMBERS 34. HOW IS TEAM’S EFFECTIVENESS IMPROVED? a. BETTER MANAGEMENT OF TASK / RELATIONSHIPS / PROCESSES 35. 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 EQUILIBRIUM 40. HOW SHOULD WE ADDRESS INTERVENTION? a. EMPATHY & SKILL 41. 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
  • 6. 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?
  • 7. 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
  • 8. 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?
  • 9. 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?
  • 10. 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
  • 11. PMS INFORMATION 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 VARIES 3. WHAT IS THE LIMITATION OF CREATING EXCELLENCE THROUGH RECRUITMENT? a. COMPROMISING SITUATION 4. WHO ARE RESPONSIBLE FOR SETTING VALUES IN THE FIRM? a. CEO & HIS TEAM 5. WHAT IS THE BUSINESS BELIEF AN EXCELLENT FIRM HAS? a. GENERATION OF WEALTH 6. ON WHAT ARE STRATEGIES BASED ON? a. PRIMARY DRIVERS 7. WHAT DOES A FIRM NEED TO OUTPERFORM ITS COMPETITORS? a. CAPABILITIES 8. WHY IS THERE A GAP IN THE PERFORMANCE OF THE EMPLOYEES? a. BEHAVIOR 9. WITH WHAT SHOULD BEHAVIOUR BE CONSISTENT? a. VALUES / STRATEGIES 10. ON WHAT DOES BUILDING OF AN ORGANIZATION STRUCTURE DEPEND? a. RESULTS 11. WHAT TAKES US TOWARDS OUR GOAL? a. SELF-DISCIPLINE 12. ON WHICH BEHAVIOUR SHOULD THE FIRM FOCUS? a. CRITICAL BEHAVIOURS 13. WHICH SECURITY IS GUARANTEED IN PMS? a. EMPLOYMENT SECURITY 14. WHY IS PERFORMANCE MEASURE CREATED? a. PROVIDE DIRECTION & CONFIRMATION 15. WHAT SHOULD BE THE BASIS FOR MEASUREMENT? a. ACCOMPLISHMENT 16. WHEN DO PEOPLE TEND NOT TO BEAT A SYSTEM? a. IF IT BENEFITS THEM 17. TO PROVIDE REGULAR FEEDBACK WHAT DOES THE FIRM NEED? a. SCORECARD 18. WHEN IS GOAL MEANINGLESS? a. IF PERFORMANCE BELOW MINIMUM LEVEL 19. WHAT DOES GOAL PROVIDE TO SCORES? a. MEANING 20. WHAT IS THE DISADVANTAGE OF SETTING ONE GOAL? a. IGNORES RANDOM FLUCTUATIONS IN SCORES CONSEQUENCES 1. A BEHAVIOR OVER WHICH WE HAVE NO CONTROL, WHAT IS IT CALLED AS? a. REFLEX 2. WHAT INFLUENCES BEHAVIOR? a. CONSEQUENCES 3. NAME THE TWO TYPES OF CONSEQUENCES? a. REINFORCEMENT / PUNISHMENT 4. WHICH BENEFIT DOES NEGATIVE CONSEQUENCES PROVIDE? a. SHORT-TERM 5. WHEN DOES NEGATIVE PUNISHMENT HAVE AN IMPACT?
  • 12. a. SEVERE & CONSISTENT 6. FROM WHOSE POINT OF VIEW SHOULD WE SELECT CONSEQUENCES? a. EMPLOYEES 7. 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?
  • 13. 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 MANAGEMENT 1. IN CAREER MANAGEMENT WHAT DOES AN EMPLOYEE OBTAIN FROM AN ORGANIZATION? JOB OPPORTUNITIES o 2. IF THERE IS LOWER EMPLOYEE COMMITMENT; WHAT DOES IT INDICATE FROM ORGANIZATION’S POINT OF VIEW OF CAREER MANAGEMENT? FAILURE TO MOTIVATE EMPLOYEES TO PLAN THEIR CAREER o 3. IF AN INDIVIDUAL FEELS FRUSTRATED IN HIS PRESENT JOB, WHAT DOES IT MEAN? DID NOT PLAN CAREER o 4. WHEN AN EMPLOYEE IS ABLE TO BOUNCE BACK WHAT IS IT CALLED AS? CAREER RESILIENCE o 5. WHAT DOES CAREER MOTIVATION CREATE BOTH FOR ORGANIZATION & EMPLOYEE? VALUE o 6. WHAT DOES AN ORGANIZATION PROVIDE FOR CAREER MOTIVATION? OPPORTUNITIES FOR ACHIEVEMENT o 7. WHAT DOES CAREER CONSIST OF? DIFFERENT JOBS / POSITIONS & EXPERIENCES o 8. EXPLAIN EXPERTISE WITH RESPECT FROM PROTEAN CAREER? LEARN HOW o 9. EXPLAIN RELATIONSHIP TO OTHER EMPLOYEES WITH RESPECT TO EXPLORATION STAGE? APPRENTICE o 10. EXPLAIN ACTIVITY WITH RESPECT TO DISENGAGEMENT STAGE? PHASING OUT WORK o 11. WHAT INFORMATION IS OBTAINED FROM VARIOUS TESTS? ASSESSMENT OF SELF o 12. WHAT IS THE TOOL USED TO DO REALITY CHECKING IN CAREER MANAGEMENT SYSTEM? PERFORMANCE APPRAISAL o 13. ON WHAT SHOULD THE EMPLOYEE SEEK FEEDBACK? STRENGTH & WEAKNESS o 14. IN WHICH STAGE PLATEAUING OCCURS? MAINTENANCE o 15. WHAT DOES PLATEAUING DEAL WITH? FEELINGS & EMOTIONS OF THE EMPLOYEE o 16. SKILL OBSOLESCENCE IS AVOIDED IN WHICH TYPE OF O? LEARNING ORGANIZATION o 17. WHAT CAN AN ORGANIZATION PROVIDE TO EMPLOYEES TO DEAL WITH STRESS & STRAINS? SUPPORT SERVICES o 18. WHAT DO YOU CALL THE PROCESS OF HELPING EMPLOYEES PREPARE FOR EXIST FROM WORK? PRE-RETIREMENT SOCIALIZATION o 19.WHAT DO YOU CALL A TRANSITION INTO A LIFE WITHOUT WORK? RETIREMENT o 20. STATE THE ELIGIBILITY CRITERIA FOR VRS? 40 YEARS OF AGE OR o 10 YEARS OF SERVICE o 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?
  • 14. 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 SEPARATION 1. 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?
  • 15. 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 & DEVELOPMENT 1. WHAT SHOULD INDUCTION PROGRAM ADDRESS? a. ANXIETY 2. WITH WHAT SHOULD TRAINING BE ALIGNED? a. STRATEGY 3. AT HOW MANY LEVELS IS TRAINING NEED ANALYSIS DONE? a. ORGANIZATION / TASK / INDIVIDUAL 4. WHICH ARE THE TWO ISSUES TO BE ADDRESSED WHILE DESIGNING A TRAINING PROGRAM? a. INTERFERENCE / TRANSFER 5. WHAT SHOULD EVERY TRAINING PROGRAM HAVE? a. PURPOSE 6. WHY DO WE DO EVALUATION OF A TRAINING PROGRAM? a. ASSESS PURPOSE ACCOMPLISHED 7. WHAT HAPPENS IN ON THE JOB TRAINING? a. LEARN WHILE WORK 8. WHAT DO WE CALL, WHERE OJT & CLASSROOM INSTRUCTIONS ARE COMBINED? a. APPRENTICE TRAINING 9. HOW DOES LEARNING TAKES PLACE IN INFORMAL TRAINING? a. DISCUSSION 10. NAME THE LEVELS OF EVALUATION KIRKPATRICK’S MODEL? a. REACTION / LEARNING / BEHAVIOR / RESULT 11. WHEN BENEFITS ARE MORE THAN COSTS; WHAT IS CALLED AS? a. ROI DISCIPLINE 1. WHICH IS THE BEST MODE OF DISCIPLINE? a. SELF-IMPOSED 2. WHICH RULE SHOULD WE FOLLOW IN CASE OF DISCIPLINE? a. RED HOT STOVE 3. ON WHOM DOES THE BURDEN OF PROOF LIE IN MATTERS OF DISCIPLINE? a. EMPLOYER 4. HOW MANY TYPES OF PUNISHMENT ARE THERE? a. MINOR / MAJOR 5. WHICH PRINCIPLE SHOULD BE FOLLOWED IN DOMESTIC ENQUIRY? a. NATURAL JUSTICE 6. WHAT IS THE NAME OF ALLOWANCE THAT IS PAID TO A WORKER WHO IS SUSPENDED PENDING ENQUIRY? a. SUBSISTENCE ALLOWANCE PERFORMANCE APPRAISAL 1. AGAINST WHAT IS CURRENT PERFORMANCE EVALUATED? a. STANDARDS 2. NAME THE STEPS IN PA? a. DEFINE THE STANDARDS / ASSESS / PROVIDE FEEDBACK 3. WHERE % RATING IS PREDETERMINED IN APPRAISAL, WHAT METHOD IS IT? a. FORCED DISTRIBUTION 4. WHERE WE KEEP RECORD OF DESIRABLE / UNDESIRABLE BEHAVIOUR, WHICH METHOD IS IT? a. CRITICAL INCIDENT 5. 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
  • 16. 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 COST 7. AGAINST WHICH COMPANIES SHOULD WE COMPETE? a. BEST COMPANIES 8. 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 OBJECTIVES 10. WITH WHAT SHOULD BSC BE INTEGRATED? a. ANNUAL BUDGET 11. WHAT SHOULD FEEDBACK ENABLE US TO DO? a. LEARN 12. IS BSC A CONTROLLING SYSTEM? a. IT IS COMMUNICATING, INFORMING & LEARNING SYSTEM 13. WHAT IS PERFORMANCE DRIVERS? a. CRITICAL ACTIVITIES 14. NAME THE STAGES IN LIFE CYCLE OF A BUSINESS? a. GROWTH / SUSTAIN / HARVEST 15. IN GROWTH STAGE, HOW DOES BUSINESS OPERATE? a. NEGATIVE CASH FLOW
  • 17. 16. WHAT WILL BE THE FINANCIAL OBJECTIVE IN GROWTH STAGE? a. PERCENTAGE GROWTH IN REVENUES. 17. WHAT IS THE FINANCIAL OBJECTIVE IN SUSTAIN STAGE? a. PROFITABILITY 18. WHAT IS THE MAIN GOAL IN HARVEST STAGE? a. MAXIMIZE CASH FLOW 19. WHAT IS THE OBJECTIVE IN HARVEST STAGE? a. REDUCTION IN WORKING CAPITAL 20. WHAT SHOULD FINANCIAL MANAGEMENT ADDRESS? a. BALANCE BETWEEN RISK & RETURN 21. WITH WHAT SHOULD REVENUE GROWTH & MIX BE MEASURED? a. SALES RATE / MARKET SHARE 22. WHAT DOES IMAGE REPUTATION DO TO AN ORGANIZATION? a. PROACTIVELY DEFINE ITSELF TO THE CUSTOMER 23. NAME THE FACTORS THAT ADD VALUE TO ANY ACTIVITIES? a. TIME / QUALITY / PRICE 24. WHAT IS THE DIFFERENCE BETWEEN LOW COST & LOW PRICE? a. IN LOW COST IT IS DEFECT FREE b. 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 RESEARCH b. 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 PAYMENTS 29. IF MORALE IS HIGH; THEN WHAT WILL BE HIGH? a. JOB SATISFACTION 30. FOR EMPLOYEE SATISFACTION TO BE HIGH WHAT SHOULD THE EMPLOYER DO? a. INFORMATION SHARING / CONSEQUENCES / INVOLVEMENT 31. HOW DO WE BUILD EMPLOYEE LOYALTY / COMMITMENT? a. INVESTMENT IN DEVELOPMENT OF THE EMPLOYEE 32. EMPLOYEE PRODUCTIVITY IS A FUNCTION OF? a. KNOWLEDGE X MORALE 33. HOW DO WE KNOW WHETHER EMPLOYEES ARE MOTIVATED? a. IMPROVEMENT TO RESULTS IN SAVINGS 34. WHAT ARE THE THREE PRINCIPLES OF LINKING BSC TO STRATEGY? a. CAUSE & EFFECT / PERFORMER DRIVERS / LINKAGE TO FINANCIALS 35. WHAT DOES CAUSE & EFFECT CONSISTS OF? a. SET OF HYPOTHESIS 36. HOW IS CAUSE & EFFECT EXPRESSED? a. EXPRESSED IN SEQUENCE OF IF & THEN 37. WHAT DOES DIAGNOSTIC MEASURE? a. WHETHER BUSINESS PROCESS IS IN CONTROL 38. NAME THE TWO ELEMENTS THAT CORPORATE SCORECARD CLARIFIES? a. CORPORATE THEME / CORPORATE ROLE 39. WHAT CAN CORPORATE RESOURCES OFFER TO ITS SBUS? a. UNIQUE CAPABILITIES 40. STATE THE BARRIERS TO STRATEGIC IMPLEMENTATION? a. VISION & STRATEGY NOT ACTIONABLE b. STRATEGIES NOT LINKED TO DEPARTMENTAL / TEAM / INDIVIDUAL GOAL c. STRATEGY NOT LINKED TO LONG / SHORT TERM RESOURCE ALLOCATION d. 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 PROGRAM b. GOAL SETTING PROGRAM c. 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?
  • 18. 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 TARGET b. IDENTIFY & RATIONALIZE STRATEGIC INITIATIVE c. IDENTIFY CRITICAL BUSINESS INITIATIVE d. LINK ANNUAL RESOURCE ALLOCATION & BUDGET 49. TO ACCOMPLISH ORGANIZATION GOALS WHAT SHOULD THE ORGANIZATION PROVIDE? a. PROVIDE KNOWLEDGE / TOOLS / MEANS 50. HOW ARE AMBITIOUS GOALS ACCOMPLISHED? a. SMART WORK 51. NAME THE TWO METHODS IN ACCOMPLISHING GOALS? a. CONTINUOUS IMPROVEMENT / DISCONTINUOUS IMPROVEMENT 52. WHAT SHOULD STRATEGIC INITIATIVE AIM AT? a. CREATING GROWTH 53. 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
  • 19. 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?
  • 20. 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 ANALYSIS 20. WHEN SHOULD WE DO FORECASTING OF MANPOWER? a. GROWTH IN REVENUE 21. WHAT IS THE USE OF AN APPLICATION FORM? a. PREDICT FUTURE PERFORMANCE BASED ON PAST RECORDS 22. WHAT PURPOSE DOES AN APPLICATION FORM SERVE? a. AFFIDAVIT 23. ON WHAT DOES THE PERFORMANCE OF THE ORGANIZATION DEPEND UPON? a. PERFORMANCE OF THE PEOPLE 24. 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 STUDY 30. 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 SYSTEM 43. NAME THE METHODS WHERE % RATING IS PREDETERMINED? a. FORCED DISTRIBUTION METHOD 44. WHAT IS KEEPING A RECORD OF DESIRABLE / UNDESIRABLE BEHAVIOR CALLED AS? a. CRITICAL INCIDENT 45. 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
  • 21. 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 EVALUATION 54. NAME THE METHODS OF JOB EVALUATION? a. RANKING / CLASSIFICATION / POINT SYSTEM / FACTOR COMPARISON 55. WHAT DOES EVERY JOB HAS? a. COMPENSABLE FACTORS 56. WHAT SHOULD BE THE AIM OF COMPENSATION? a. ATTRACT / RETAIN EXCELLENT PERFORMERS 57. NAME THE TWO CRITERIA FOR DETERMINING THE BASIC WAGES OF A MANAGER? a. JUDGMENT / RESULT 58. WHAT IS THE BASIS OF COMPETENCY BASE PAY? a. RANGE / DEPTH OF SKILLS 59. WHAT IS CONSOLIDATING OF SALARY INTO JUST FEW WIDE LEVELS CALLED AS? a. BROAD BANDING 60. WHEN BASIC PAY IS TIED TO KNOWLEDGE / SKILL WHAT IS IT CALLED? a. PAY FOR KNOWLEDGE 61. WHEN EMPLOYEES SHARE IN SAVINGS RESULTING FROM PRODUCTIVITY, WHAT IS IT CALLED AS? a. GAIN SHARING 62. WHEN PAY IS TIED TO PRODUCTIVITY / PROFITABILITY WHAT IS IT CALLED AS? a. VARIABLE PAY 63. BESIDES MONEY, WHAT ELSE HAS AN IMPACT ON PERFORMANCE? a. RECOGNITION 64. WITH WHAT SHOULD INCENTIVE BE LINKED? a. STRATEGY 65. WHAT IS SEPARATION? a. TERMINATING EMPLOYMENT RELATIONSHIP 66. WHY IS EXIT INTERVIEW CONDUCTED? a. COLLECT FEEDBACK FOR IMPROVEMENT 67. NAME THE TYPES OF SEPARATION? a. VOLUNTARY / INVOLUNTARY / NATURAL CONTRACT 68. WHAT DOES INVOLUNTARY INCLUDE? a. DISMISSAL / DISCHARGE / RETRENCHMENT / LAYOFF 69. WHAT IS THE RETRENCHMENT RATE? a. 15 DAYS WAGES FOR EVERY COMPLETED YEAR OF SERVICE 70. WHAT IS THE LAY OFF COMPENSATION RATE? a. 50% OF BASIC PLUS DA 71. NAME THE STRATEGY, WHICH THE EMPLOYER SHOULD ADOPT IN CASE AN EMPLOYEE RESIGNS? a. PERFORMANCE REPALCEABILITY 72. WHAT IS GOLDEN HANDSHAKE CALLED AS? a. VOLUNTARY RETIREMENT SCHEME 73. WHAT IS THE TAX LIMIT IN VRS? a. 5 LACS 74. WHY IS VRS INTRODUCED IN AN ORGANIZATION? a. DOWNSIZING 75. NAME THE CRITERIA FOR ELIGIBILITY OF VRS? a. 10 YEARS OF SERVICE OR b. 40 YEARS OF AGE
  • 22. Essentials of Management 1. State the characteristics of the term Management a. Process of optimum utilization of the resources of the Organization to accomplish its goals 2. State the functions of Management a. Planning / Organizing / Leading / Controlling / Coordination 3. State the characteristics of the term Productivity a. A ratio of Output to Input b. It can be improved by c. Increasing output with same inputs d. 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 Efficiency a. How Objectives are accomplished. b. Is determined by process c. Measured against standard time / quantity 6. Is Management: Science or Art? a. Practice is called Art b. The Knowledge underlying the Practice is Science c. Hence it is both: Science & Art 7. State the approaches to management? a. The Managerial Role Approach b. The Management Process or Operational Approach c. The System Approach 8. List the Organization’s responsibilities towards the Society a. All its actions should be proactive b. Should not disturb the ecological balance c. Should have code of conduct for regulating its behaviour d. The relationship should be based on trust 9. State the forms of international business? 10. Export / Licensing agreement / Management contracts / Joint ventures / Subsidiaries / independent operations 11. Define multinational Corporations? 12. The headquarters is in one country, but their operations are in many countries
  • 23. 13. Name the four orientations by MNCs? a. Ethnocentric:- The headquarter policies are followed at all the locations b. Polycentric: - The local policies are followed in each location c. Regiocentric: - Regional policies are followed d. Geocentric:- Developing one set of global policies & practices that are applied at locations 14. State the advantages of MNCs? a. Take advantage of business opportunities in many different countries b. Raise money for its operations throughout the world c. Produce goods at most effective & efficient way by establishing its operations in that particular locations d. Better access to natural resources e. Recruit people from worldwide labour pool 15. What are the challenges for MNCs? a. Increasing nationalism in many countries b. Maintain good relations with host country c. 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 resources b. Demand conditions: Market size c. 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 Objectives ii. Evolving Action Plan iii. To Accomplish them 19. State the types of Plan: a. Objectives / Goals: - Purpose for which the Organization exists b. Strategies: - A long term objective, which gives a competitive advantage to business c. Policies: - General statements / understanding that guides thinking in decision-making d. Procedures: - Plans that establish, a required method of handling future activities e. Rules: - Spells out specific required action or nonaction allowing no discretion f. 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 terms 20. State the steps in Planning? a. Being aware of Opportunities: - Doing SWOT Analysis b. Establishing Objectives i. Specifying expected results ii. Could be long / short term iii. Gives direction to plans c. Developing Premises: - Making assumptions about the environment in which the plan is to be carried out d. Determining Alternative Courses: - Brain storming ways of reaching the destinations e. Evaluating Alternative Courses: - Weighing each alternatives pluses & minuses f. Selecting a Course: - Zeroing down upon the alternative, which will be adopted g. Formulating Derivative Plans: - Listing the activities to be performed h. 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 objectives b. Set measurable objectives c. Set specific objectives d. Set attainable objectives e. Set relevant objectives f. Set time frame for objectives
  • 24. 22. State the characteristics of the term Strategy? a. Determining the long-term objectives of the Organization b. Adoption of course of action c. Allocation of resources to accomplish the long term objectives d. It gives competitive advantage to business e. It is based on strength of the Organization f. It is based on assumptions g. Strategies cannot be inconsistent with Value system of the Organization h. 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 investment b. 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 market b. They are making products at low cost c. The products of these enterprises provide the cash needed for their operation 25. State the characteristics of “ Low market share; & Weak growth rate” dimensions of business? a. These business are not profitable b. 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. Internal i. Through introduction of new product ii. Increasing market share iii. Marginal growth b. External i. Acquisition & Mergers ii. Breakthrough growth c. Stability i. Maintaining status quo. ii. Limited opportunities in environment d. Turnaround i. No growth ii. Issue of survival of business e. Downsizing is the solution 29. State the classification of Business Unit strategy? a. Cost leadership i. Organization attempts to increase efficiency / cut costs b. Differentiation i. Product / Services are differentiated ii. Creating a niche market iii. Can charge premium price c. Focus i. Markets are segmented d. Only on one segment the organization focuses 30. State the characteristics of Premising & Forecasting? a. Forecasting is anticipating the future b. Future is unknown c. 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 action b. From among alternatives c. 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 analysis
  • 25. c. Cost benefit analysis 37. Name the three approaches in selection of alternatives? a. Experience b. Experimentation c. 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 scanning b. Intuition c. Insight d. 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 better c. 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. Inquisitive b. Not satisfied by status quo c. They see themselves as different d. Do not stick to norms e. 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 done b. Radical redesign: Radical means reinvention & not modification c. Dramatic Results: Improvement is breakthrough, & not marginal 47. How are organization organized? a. Function wise b. Territory or Geography c. Customer wise d. Product wise e. 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 mission b. Have definable groups of competitors c. Prepare its own integrative plans d. Manage its own resources e. Have proper size, neither too large, nor too small 50. State the aims of virtual organization? a. Gain access to another firm’s competence b. Gain flexibility c. Reduce risks d. 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 groups 55. State the types of power? a. Legitimate: Source is position b. Reward: Source is granting or withholding what other wants c. Coercive: Source is fear d. Expert: Source is knowledge 56. What is empowerment?
  • 26. 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 needs e. Structure should be flexible, so that it can be changed as & when there is a change in the environment 59. 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 advices c. 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 them e. 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 & blame 60. 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 standards b. Measure performance against these standards c. Correcting variations from standards & plans 62. Name the types of standards? a. Physical: Non-monetary standards b. Cost: Monetary standards c. Capital: Pertains to balance sheet rather than income statement. Example: Return on investment d. Revenue: Attaching monetary values to sales e. Goals: Specific measurable standards f. Strategic plans: Managing the strategic control points to assess whether implementation of strategy is as per the assumptions 63. What is the difference between feedback & feed forward? a. Feedback gives us the status on output b. Feed forward gives the status on input. 64. State the requirements for effective controls a. Tailor controls to plans & positions b. Tailoring controls to individual managers c. Designing controls to point up exceptions at critical point d. Seeking objectivity of controls e. Ensuring flexibility of controls f. Fitting the control system to the organizational culture g. Achieving economy of controls h. Establishing controls that lead to corrective action 65. State the three types of control techniques? a. Budget b. Traditional Non-budgetary Control Devices Example: Use of statistical data c. Information Technology. Example: MIS 66. Define productivity? a. Ratio of Input to Output within a time frame; without compromising on Quality 67. State the Tools & Techniques for Improving Productivity? a. Inventory Plan & Control b. Just in Time c. 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 service b. Estimating the value of each operation
  • 27. c. Attempting to improve the operation by trying to keep the cost low at each step 70. How is Work Simplification done? a. Participation of employees b. Training employees on concepts like time & motion studies, work-flow analyses, layout of the work station 71. 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 TQM a. When done effectively, it results in customer satisfaction, fewer defects, less waste, increased productivity, reduced costs & improved profitability 75. State the characteristics of Lean Manufacturing? a. Continuous improvements [kaizen] with strategic breakthrough b. Aim at zero defects c. Just-in-time inventory system d. Team performance e. Responsibility for problems rests with all 76. How do we developing Excellent Managers? a. Instilling a willingness to learn b. Planning for innovation c. Measuring & rewarding management d. Tailoring information [obtaining the right information in the right form & at the right time] e. Expanding R & D in Tools & Techniques f. 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. MANAGEMENT 2. A RATIO OF OUTPUT TO INPUT WHAT IS IT CALLED? a. PRODUCTIVITY 3. WHAT DOES SYSTEM HAVE? a. INPUT / PROCESS / OUTPUT 4. WHO PLAYS A ROLE IN REGULATING THE RELATIONSHIP BETWEEN SOCIETY & ORGANIZATION? a. GOVERNMENT 5. ON WHAT IS THE RELATIONSHIP BETWEEN SOCIETY & ORGANIZATION BASED? a. TRUST 6. 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 CORPORATION 8. WHAT IS THE TERM WE USE WHERE ONE GLOBAL POLICIES IS USED ACROSS ALL LOCATIONS? a. GEOCENTRIC 9. WHAT DO WE CALL AN ORGANIZATION THAT VIEWS THE WHOLE WORLD AS ONE MARKET? a. GLOBAL OR TRANSNATIONAL 10. AN ACTION PLAN TO ACCOMPLISH AN OBJECTIVE WHAT IS IT CALLED? a. PLANNING 11. NAME THE STRATEGY THAT MINIMIZES WEAKNESS & THREATS? a. WT STRATEGY 12. 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 FUTURE a. FORECASTING 15. IF FUTURE IS UNKNOWN WHAT SHOULD BE BASIS OF FORECASTING?
  • 28. 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. INTREPRENEUR 26. 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
  • 29. COMPETENCY MAPPING: 1. Name the two test used to predict job performance & with no biases? a. Use of criterion samples b. 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 job b. 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 performance 6. On what principle does competency work? a. Cause & effect 7. Name the competency characteristics? a. Motive / Traits / Self-Concept / Knowledge / Skill 8. Which characteristics are visible / invisible? a. Knowledge / Skill are visible. Rest are invisible 9. What constitutes our core personality? a. Traits / Motive 10. Which competency characteristics can be changed? a. Self-concept 11. What predicts our behaviour? a. Motive / Traits / Self-concept 12. What defines behaviour? a. Intent / Motive 13. When is a characteristic a competency? a. When it predicts something meaningful in the real world 14. Name the frequently used criteria in competency study? a. Superior Performance / Effective performance 15. Name the two categories of competency?
  • 30. a. Threshold / Differentiating 16. Name the interview used in competency mapping? a. BEI 17. Who are interviewed in BEI? a. Superior Performers 18. How is each competency or behaviour indicated in the interview? a. Examples drawn from interviews of superior performers 19. What does each competencies behaviours have? a. Range 20. 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 Observation 28. Name the two routes in BEI? a. Critical Incident / Thematic Apperception Test 29. 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 jobs 31. 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 vocabulary 34. At how many skills a survey focuses? a. One at a time 35. What are the advantages of survey method? a. Quick / Less Costly / Large number of jobs can be studied 36. 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 response b. Cost of hardware / software c. Overlooks specialized competencies not in the database 40. How is data collected in job task / functional analysis? a. Observation over a period of time b. Questionnaire c. Diary d. Interview 41. What are the disadvantages of job task / functional analysis? a. Provides characteristics of job rather than of people b. 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 performers
  • 31. 43. What is the heart of job competency model? a. Bei 44. What should you probe into an action [behavior of the individual]? a. Thought 45. 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 data 48. 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 facilitation 53. 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
  • 32. SHRM: 1. IN ANY COMPETITIVE ENVIRONMENT WHAT SHOULD A BUSINESS HAVE? a. COMPETITIVE ADVANTAGE 2. IN A STRATEGIC HR, HOW ARE PEOPLE CONSIDERED? a. ASSET 3. NAME THE SOURCE OF EMPLOYEE’S CONTRIBUTION? a. KNOWLEDGE / ATTITUDE 4. WHAT IS THE CHARACTERISTICS OF A PHYSICAL ASSET? a. IT CAN BE OWNED 5. WHAT IS CRITICAL IN STRENGTHENING RELATIONSHIP? a. COMMUNICATION & ENGAGEMENT 6. 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 STRATEGY a. 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 ASSIGNMENTS 33. WHAT IS THE OUTCOME OF STRATEGIC HRM? a. INCREASED PERFORMANCE / EMPLOYEE & CUSTOMER SATISFACTION / ENHANCED SHAREHOLDER’S VALUE 34. WHAT DOES HR STRATEGY CONTAIN?
  • 33. a. HR PLANNING / DESIGN & REDESIGN OF WORK 35. 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 STABILITY a. 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 OBJECTIVES 49. 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. BEHAVIOR 53. WITH WHAT SHOULD TRAINING BE INTEGRATED? a. PERFORMANCE & COMPENSATION 54. WHAT DO WE EVALUATE IN PERFORMANCE? a. TRAITS / RESULTS / BEHAVIOR 55. HOW TO EVALUATE PERFORMANCE? a. ABSOLUTE / RELATIVELY 56. WHAT DO WE CALL WHERE WE PROVIDE PERFORMANCE FEEDBACK TO THE EMPLOYEES? a. PERFORMANCE MANAGEMENT SYSTEM 57. ON WHAT SHOULD FEEDBACK BE BASED? a. FACTS 58. WHAT IMPACTS AN EMPLOYER’S ABILITY TO RETAIN EMPLOYEES? a. COMPENSATION 59. WHAT SHOULD COMPENSATION MAINTAIN IN ORDER TO COMPETE EFFECTIVELY / EFFICIENTLY a. COST STRUCTURE 60. WHAT IMPACTS MOTIVATION, COMMITMENT & PERFORMANCE ON THE JOB? a. EQUITY 61. WHAT IS EQUITY BASED ON? a. PERCEPTIONS 62. HOW DO YOU MAINTAIN INTERNAL EQUITY? a. JOB EVALUATION 63. HOW DO WE MAINTAIN EXTERNAL EQUITY? a. SALARY SURVEY 64. IF PAY DIFFERENTIAL EXISTS ON ACCOUNT OF MERIT PAY, WHICH EQUITY IS IT? a. INDIVIDUAL EQUITY 65. IN COMPENSATION WHAT DO YOU NEED TO MEET THE STRATEGIC OBJECTIVES? a. CREATIVITY 66. WHAT IS THE OUTCOME IF THERE IS LINK BETWEEN STRATEGY & COMPENSATION? a. OPTIMAL PERFORMANCE
  • 34. 67. 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 ADOPTED a. 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. ETHNOCENTRIC 78. WHICH, APPROACH GIVES AUTONOMY TO REGIONAL SUBSIDIARY WITHIN A GEOGRAPHIC REGION? a. REGIOCENTRIC 79. WHEN DO WE ADDRESS THE ISSUE OF LACK OF AUTONOMY? a. REPATRIATION 80. WHAT HAS AN IMPACT ON AN ORGANIZATION’S SUCCESS IN INTERNATIONAL ARENA? a. AWARENESS OF CULTURAL DIFFERENCE
  • 35. 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. STEREOTYPING 16. WHAT DOES INDIVIDUAL CREATIVITY REQUIRES? a. EXPERTISE / CREATIVE THINKING SKILLS / INTRINSIC TASK MOTIVATION 17. 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 NEEDS a. 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. DEFENSIVENESS 26. NAME THE BARRIER WHERE RECEIVER HEARS WANTS TO HEAR WHAT HE WANTS TO HEAR? a. SELECTIVE PERCEPTION 27. 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?
  • 36. a. TRANSFORMATIONAL 32. WHAT DOES VISIONARY LEADER CREATE? a. REALISTIC / ATTRACTIVE FUTURE 33. WHAT DOES A CHARISMATIC LEADER PROJECTS? a. CONFIDENCE 34. IN, WHICH LEADERSHIP MEANS & CONTENTS OF GOAL ARE ADDRESSED? a. MORAL LEADERSHIP 35. WHAT CONSTRAINS A LEADER’S STYLE? a. CULTURE 36. WHICH, TYPE OF PERSON WE TRUST? a. KNOWLEDGEABLE / FAMILIAR PEOPLE 37. WHAT DOES TRUST INVOLVE? a. MAKING ONE VULNERABLE? 38. NAME THE TRUST BASED ON FEAR OF REPRISAL? a. DETERRENCE BASED TRUST 39. 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
  • 37. PROCESS MAPPING 1. AN ORGANIZATION THAT BELIEVES IN CONTINUOUS IMPROVEMENTS, FOCUSES ON WHICH ASPECT OF OPERATIONS? a. PROCESS MAPPING 2. WHAT IS THE STRATEGY AN ORGANIZATION ADOPTS TO SERVE THE CUSTOMERS? a. CONTINUOUS IMPROVEMENTS 3. WHICH MAP SHOWS LINK BETWEEN PARTS OF ORGANIZATION a. RELATIONSHIP MAP 4. WHAT IS LISTING OF ACTIVITIES INA SEQUENTIAL MANNER CALLED? a. CROSS-FUNCTIONAL PROCESS 5. NAME THE TWO ASPECTS OF FLOW CHART? a. LISTING ACTIVITIES / DECISION TO BE TAKEN 6. WHAT MAKES WORK VISIBLE? a. MAPS / FLOWCHARTS 7. WHAT IMPROVES COMMUNICATION & UNDERSTANDING? a. INCREASED VISIBILITY 8. WHAT DOES MAP PROVIDE? a. COMMON FRAME OF REFERENCE 9. HOW DOES MAP HELP IN IMPROVING CUSTOMER SATISFACTION? a. BY INCREASING PRODUCTIVITY 10. 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 ACTIVITIES 12. WHAT IS FLOW CHART? a. GRAPHIC REPRESENTATION OF THE PROCESS. 13. HOW IS AN ACTIVITY REPRESENTED IN FLOWCHART? a. USING OF SYMBOLS 14. WHICH SYMBOL WE USE TO REPRESENT A DECISION? a. DIAMOND 15. WHAT IS THE SYMBOL USED FOR OPERATION? a. RECTANGLE 16. WHAT DOES INVERTED TRIANGLE REPRESENT? a. STORAGE 17. WHAT DOES CIRCLE REPRESENT? a. INSPECTION 18. HOW IS FLOW CHART DRAWN? a. LEFT TO RIGHT OR TOP TO BOTTOM 19. NAME THE METHODS TO CREATE A PROCESS MAP? a. SELF-GENERATE / ONE-TO-ONE INTERVIEW / GROUP INTERVIEW 20. WHAT IS THE ADVANTAGE OF SELF-GENERATE METHOD? a. FASTER 21. IN ONE-ONE INTERVIEW WHOM SHOULD INTERVIEW? a. SUPPLIERS / PERFORMERS / CUSTOMERS 22. WHAT IS THE ROLE OF A FACILITATOR IN PROCESS MAPPING? a. CATALYST 23. WHAT SHOULD BE THE CRITERIA FOR SELECTING PEOPLE TO CREATE PROCESS MAP? a. POSSESS KNOWLEDGE OF PROCESS / INTERESTED IN IMPROVING PROCESS 24. WHAT IS THE PRINCIPLE ON WHICH PROCESS MAP IS PREPARED? a. GET IT DOWN FIRST, THEN GET IT GOOD 25. WHAT ARE THE SKILLS A FACILITATOR OF PROCESS MAPS NEEDS? a. QUESTIONING / LISTENING / KNOWLEDGE 26. WHICH PROCESS SHOULD WE UNDERTAKE TO MAP IN AN ORGANIZATION? a. CONTRIBUTES TO CUSTOMER PERCEIVED VALUE / COMPETITIVELY SUPERIOR 27. WHAT DO WE CALL A PICTURE THAT SHOWS INPUT-OUTPUT CONNECTIONS? a. RELATIONSHIP MAP 28. 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 LINES 31. HOW IS SUBSET OF A FUNCTION SHOWN? a. SPLITTING THE BAND 32. WHAT IS COMMON ITEM BETWEEN CROSS-FUNCTIONAL PROCESS MAP & RELATIONSHIP MAPS? a. DISCONNECT 33. HOW DO WE VALIDATE C.F.P.M.? a. REVIEW / OBSERVATION
  • 38. 34. NAME THE TYPES OF PROCESS? a. PRIMARY / PARALLEL 35. WHAT IS PRIMARY PROCESS? a. BASIC STEPS THAT PRODUCE OUTPUT 36. WHAT IS PARALLEL PROCESS? a. OCCURS SIMULTANEOUSLY WITH PRIMARY PROCESS 37. WHAT IS CYCLE TIME? a. TIME REQUIRED TO COMPLETE A PROCESS 38. NAME THE CRITERIA IN MEASURING PRODUCTIVITY? a. CYCLE TIME 39. WHAT IS THE ADVANTAGE OF PARALLEL PROCESS? a. REDUCES CYCLE TIME 40. WHAT IS THE DISADVANTAGE OF PARALLEL PROCESS? a. DEMANDS MORE RESOURCES TRANSACTIONAL ANALYSIS SELECT 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
  • 39. 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 / FANTASIZE 11. HOW DO WE RECOGNIZE THE EGO STATES? a. SOMEBODY TELLS US / BY READING / BEHAVIOUR 12. 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 FLOW 14. 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 / INCLUSION 16. IN EXCLUDED PARENT EGO STATE, WHICH EGO STATE IS SHUT OFF? a. CHILD / PARENT / ADULT 17. 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 FIRST 27. AS A CHILD WHAT DO WE CRAVE? a. MILK / TOYS / LOVE & AFFECTION 28. WHEN WE GROW UP, WHAT DO WE CRAVE FOR? a. RECOGNITION / REWARD / ATTENTION 29. RISK OF REJECTION IS MAXIMUM IN: a. INTIMACY / GAME / WITHDRAWAL 30. ON WHAT BASIS IS SCRIPT DECISION MADE? a. LOGIC / WHAT HAS BEEN TOLD / EMOTIONS 31. WHAT IS SCRIPT? a. DIALOGUE / LIFE PLAN / TELEGRAM 32. HOW ARE GOALS ACCOMPLISHED IN WINNING SCRIPT? a. SMOOTHLY / DIFFICULTY / BY CHANCE 33. WHEN DO WE GET INTO SCRIPT? a. CASUALLY / STRESS / FORCED 34. ON WHAT BASIS DOES AN INFANT COME TO A CONCLUSION? a. LOGIC / WORDS / EMOTIONS 35. COUNT 1-10, WHICH MESSAGE IS IT?
  • 40. a. PROGRAM / INJUNCTION / DRIVER 36. WHAT DO WE CALL MESSAGES BASED ON PERCEPTIONS a. DRIVER / INJUNCTION / PERMISSION 37. WHAT TYPE OF MESSAGE COMPELS US TO PERFORM? a. ALLOWER / PERMISSION / DRIVER 38. IN, WHICH SCRIPT PROCESS, THE TIME HANGS, WHEN THE THING WHAT I PLANNED HAPPENS? a. UNTIL / AFTER / OPEN ENDED 39. WHEN WE IGNORE A SOLUTION TO A PROBLEM, WHAT IS IT CALLED AS? a. DISCOUNT / GAMES / RACKET 40. AT HOW MANY LEVELS DISCOUNT TAKES PLACE? a. TWO / FOUR / SIX 41. WHAT IS FRAME OF REFERENCE? a. PHOTO FRAME / REFERENCE LETTER / PERCEPTION 42. WHEN THE SAME ISSUE IS ADDRESSED FROM DIFFERENT PERCEPTION, WHAT IS IT CALLED? a. TANGENTIAL / BLOCKED / FRAME OF REFERENCE 43. 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 ORIENTATION a. MANAGEMENT VALUES b. ATTITUDE TOWARDS RISK c. NATURE OF EMPLOYEE’S SKILL d. UTILITARIANISM e. AVAILABILITY OF OUTSOURCING 2. NAME THE FOUR FACTORS THAT AFFECT EMPLOYMENT RELATIONSHIP? a. TECHNOLOGY b. DEMOGRAPHICS c. DIVERSITY d. GLOBALIZATION 3. NAME THE THREE LOGIC TYPES OF BUSINESS UNIT STRATEGIES? a. INVESTMENT b. INDUCEMENT c. INVOLVEMENT 4. NAME THE 5 HR PS? a. PHILOSOPHY b. POLICIES c. PROGRAMS d. PRACTICES e. PROCESSES 5. LIST THE FIVE COMPETITIVE CHALLENGES THAT A BUSINESS FACES TODAY? a. GLOBALIZATION b. PROFITABILITY THROUGH GROWTH c. TECHNOLOGY d. INTELLECTUAL CAPITAL e. CHANGE & MORE CHANGE 6. LIST THE NEW ROLES OF HR?
  • 41. a. STRATEGIC PARTNER b. ADMINISTRATIVE EXPERT c. EMPLOYEE CHAMPION d. BECOMING A CHANGE AGENT 7. LIST THE CRITICAL HR COMPETENCIES? a. STRATEGIC CONTRIBUTION b. BUSINESS KNOWLEDGE c. PERSONAL CREDIBILITY d. HR DELIVERY e. HR TECHNOLOGY 8. NAME THE FOUR TYPES OF EMPLOYMENT MODEL? a. KNOWLEDGE BASED b. JOB BASED c. CONTRACTUAL WORK ARRANGEMENTS d. ALLIANCE OR PARTNERSHIP ARRANGEMENTS 9. WHAT DOES HR STRATEGY CONTAIN? a. HR PLANNING b. 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 VARIETY b. TASK IDENTITY c. TASK SIGNIFICANCE d. AUTONOMY e. FEEDBACK 12. NAME THE TWO TYPES OF VALIDITY? a. CONTENT VALIDITY b. CRITERIA RELATED VALIDITY 13. NAME THE FOUR LEVELS OF KIRKPATRICK’S ASSESSMENT OF TRAINING a. REACTION b. LEARNING c. BEHAVIOUR d. RESULT 14. NAME THE FOUR TECHNIQUES OF JOB EVALUATION? a. RANKING b. CLASSIFICATION c. POINT COMPARISON d. FACTOR COMPARISON 15. NAME THE PAY DIFFERENTIALS THAT EXISTS ON ACCOUNT INDIVIDUAL EQUITY? a. SENIORITY b. SKILL BASED PAY c. MERIT PAY 16. NAME THE THREE BENEFITS FOR WHICH EMPLOYEES FORM A UNION? a. ECONOMIC b. SOCIAL c. POLITICAL 17. LIST THE THREE GOALS OF THE UNION a. EMPLOYMENT SECURITY b. HIGHER WAGES c. MAKE UNION STRONGER 18. NAME THE BEST TOOL TO MANAGE TURNOVER? a. PERFORMANCE –REPLACE ABILITY STRATEGY 19. WHAT IS THE STRATEGY TO MANAGE EMPLOYEE SEPARATION a. 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. ETHNOCENTRIC b. POLYCENTRIC c. REGIOCENTRIC d. GEOCENTRIC PMS [INFORMATION / CONSEQUENCES / INVOLVEMENT / CAREER] 1. LIST THE ISSUES BEFORE MANAGEMENT WRT PERFORMERS? a. RETAIN EXCELLENT PERFORMER b. DEAL WITH POOR PERFORMERS c. IMPROVE PERFORMANCE OF AVERAGE PERFORMERS 2. STATE THE CHARACTERISTICS OF EXCELLENT PERFORMERS?
  • 42. a. KNOWLEDGE & SKILL b. INTERNAL MOTIVES c. ABILITIES 3. STATE THE METHODS OF CREATING EXCELLENCE? a. MATCHING OF THE JOB b. TRAINING c. RECRUITMENT d. MANAGING ENVIRONMENT 4. EXCELLENCE IS A FUNCTION OF? a. K X M X A 5. STATE THE BELIEFS WRT COMMUNICATION & BUSINESS? a. INFORMAL COMMUNICATION b. IMPORTANCE OF ECONOMIC GROWTH & PROFIT 6. NAME THE TESTS TO DETERMINE ORGANIZATION’S VALUES? a. BEING THE BEST b. IMITATING THE BEST c. AVOIDING THE WORST d. 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 CUSTOMERS b. SERVING CUSTOMERS c. TECHNOLOGY d. METHOD OF SALE e. NATURAL RESOURCES 9. LIST THE AREAS OF COMPETITION? a. CAPACITY b. RATE c. ACCURACY d. UNIQUENESS e. TIMELINESS f. AVAILABILITY g. COST h. BENEFIT / VALUE i. CUSTOMER SERVICE 10. NAME THE TYPES OF MEASURE THAT CAN BE DEVELOPED? a. COUNTS b. RATIOS c. PERCENTAGE d. RUPEES 11. NAME THE COMPONENTS OF MIS? a. SCORECARD DATABASE b. SCORECARDS c. THE SCORECARD EXCEPTION SUMMARY d. 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 & CONSEQUENCES b. CONSEQUENCE DOES NOT MATTER c. DOES NOT SATISFY NEED THAT IS IMPORTANT d. EFFORT IS NOT WORTH IT 13. STATE THE DISADVANTAGE OF CONTINUOUS REINFORCEMENT? a. REQUIRES LOT OF REIN FORCERS b. TAKES LOT OF TIME TO DELIVER c. TOO MUCH REINFORCEMENT LOOSES ITS EFFECT 14. STATE THE CRITERIA FOR A GOOD GAIN SHARING FORMULA. a. FAIR TO BOTH THE PARTIES b. EASY TO ADMINISTER / UNDERSTAND c. FLEXIBILITY d. USEFULNESS IN ISOLATING PROBLEM AREAS 15. NAMETHE TWO TYPES OF PAY FOR KNOWLEDGE? a. INCREASED KNOWLEDGE BASED b. MULTI-SKILLED BASED 16. LISTTHE THREE AREAS IN WHICH COST GOES UP IN PAY FOR KNOWLEDGE? a. LABOUR,
  • 43. b. TRAINING, c. ADMINISTRATION 17. LIST THE AGENDA OF PMS MEETING? a. FOLLOW UP ITEMS b. PERFORMANCE FEEDBACK c. RECOGNITION & REWARD d. PROBLEM-SOLVING & DEVELOPING ACTION PLAN e. NEWS / ANNOUNCEMENT / MEETING 18. LIST THE COMPONENTS OF CAREER MANAGEMENT SYSTEMS? a. SELF-ASSESSMENT b. REALITY CHECK c. GOAL SETTING d. ACTION PLANNING 19. LIST THE ROLES OF MANAGER IN CAREER MANAGEMENT? a. COACH b. APPRAISER c. ADVISOR d. REFERRAL AGENTS 20. LIST THE SPECIAL CHALLENGES IN CAREER MANAGEMENT? a. PLATEAUING: b. SKILL OBSOLESCENCE c. 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. PUNE OBJECTIVE TEST MANPOWER PLANNING & TA 1. WHAT IS THE PURPOSE OF BUSINESS? a. CREATION OF WEALTH 2. DEFINE MANAGEMENT? a. OPTIMUM UTILIZATION OF RESOURCES 3. WHAT DOES SYSTEMATIC APPROACH ENSURE IN MANPOWER PLANNING? a. CONTINUOUS & PROPER STAFFING 4. MANPOWER PLANNING HAS A RELATIONSHIP WITH WHICH OTHER PLANNING? a. SUCCESSION PLANNING 5. NAME THE BLOCK ON ACCOUNT OF WHICH MANPOWER PLANNING BECOMES DIFFICULT? a. ABSENTEEISM 6. WHAT DOES JOB ANALYSIS CONSISTS OF? a. JOB DESCRIPTION / JOB SPECIFICATION / JOB EVALUATION 7. WHAT IS JOB DESCRIPTION? a. LISTING DOWN DUTIES 8. AGAINST WHAT IS PERFORMANCE EVALUATED? a. STANDARD 9. ON WHAT IS FORECASTING BASED? a. ASSUMPTIONS 10. NAME THE TECHNIQUE USED FOR FORECASTING IN SERVICE INDUSTRY? a. SCATTER PLOT 11. NAME THE TWO AUDITS WHICH WE CARRY OUT IN MANPOWER PLANNING? a. HEADCOUNT / CAPABILITY 12. NAME THE TWO SOURCES OF RECRUITMENT? a. INTERNAL / EXTERNAL 13. HOW CAN WE MAKE PEOPLE CHANGE THEIR NATURE? a. PROVIDE CHOICE IN DECISION MAKING 14. NAME THE TWO CLASSIFICATION OF PARENT EGO STATE? a. CONTROLLING & NURTURING PARENT EGO STATE 15. WHAT DO WE DO THE MESSAGES THAT WE RECEIVE FROM OUR PARENTS? a. INTERNALIZE & BELIEVE IT 16. IN PREJUDICES, ADULT EGO STATE IS CONTAMINATED BY WHICH EGO STATE? a. PARENT EGO STATE 17. 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 / ULTERIOR 19. WHEN WE DO NOT MEAN WHAT WE SAY, WHAT IS THAT TRANSACTION CALLED? a. DUPLEX
  • 44. 20. WHAT DOES A CHILD CRAVE FOR? a. LOVE & AFFECTION. 21. WHICH THEORY OF MOTIVATION CAN BE APPLIED TO STROKES? a. REINFORCEMENT 22. WHAT TYPE OF RELATIONSHIP SHOULD ONE AIM AT? a. INTIMATE RELATIONSHIP 23. INTO HOW MANY TYPES CAN MESSAGES BE CLASSIFIED? a. WINNER / LOOSER / NON-WINNING 24. WHAT FACTOR DISTINGUISHES BETWEEN WINNER & LOOSER a. CHOICE 25. IN WHICH RELATIONSHIP IS WIN-WIN OUTCOME ESTABLISHED? a. I AM OK, YOU ARE OK 26. IN WHICH RELATIONSHIP WE HAVE INFERIORITY COMPLEX? a. I AM NOT OK, YOU ARE OK 27. NAME THE TWO OPTIONS ONE HAS TO SOLVE THE PROBLEM? a. ACTIVE / PASSIVE 28. WHEN I TRY TO SOLVE TODAY’S PROBLEM BASED ON PRECEDENT, WHAT IS IT CALLED? a. SCRIPT 29. IN WHICH BEHAVIOR DOES AN INDIVIDUAL INDULGE IN REPETITIVE ACTIVITY? a. AGITATION 30. IN TA LANGUAGE, WHAT IS THE TERMINOLOGY USED FOR INABILITY TO SOLVE A PROBLEM? a. DISCOUNTING