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2007, OUTRAM LINES, 1ST

2007, OUTRAM LINES, 1ST FLOOR, OPPOSITE MUKHERJEE NAGAR POLICE STATION, DELHI-110009 60. If P's salary is increased by 20% and his expenditure also increased by 10%, then find the difference between his new savings and present savings. (1) `5,000 (2) `5,250 (3) `5,500 (4) `5,750 (5) None of these 61. A boat covers a distance of 36 km in 10 hours in downstream. To cover the same distance in upstream, the boat takes two hours longer. What is the speed of the boat in still water? (1) 2.3 km/hr (2) 3.3 km/hr (3) 3 km/hr (4) 4 km/hr (5) None of these 62. The product of two odd integers is 4623. What is the smaller integer? (1) 67 (2) 57 (3) 69 (4) 59 (5) None of these 63. The circumference of a circle is equal to the perimeter of a square and the area of square is 484 sq cm. What is the area of the circle? (1) 676 cm 2 (2) 616 cm 2 (3) 656 cm 2 (4) 760 cm 2 (5) None of these 64. 12 men can complete a piece of work in 84 days. How many men will be required to complete the same work in 36 days? (1) 45 men (2) 40 men (3) 28 men (4) 30 men (5) None of these 65. Javed started a business by investing `45,000. Nitin joined her after six months with `75,000 and Chandan joined with `1,20,000 after one year in business. At the end of two years, what will be the ratio between Javed's, Nitin's and Chandan's share in the profit? (1) 3 : 4 : 5 (2) 3 : 5 : 4 (3) 12 : 16 : 15 (4) 12 :15 : 16 (5) None of these Direction (66–70) : In the following question two equations I and II are given. Solve the equations and answer the questions. Give Answer if (1) x > y (2) x y (3) x < y (4) x y (5) x = y or relation between x and y cannot be established 66. I. 16x 2 + 9 = 3 – 20x II. 10y 2 + 2 (19y + 12) = 0 67. I. 9x 2 + 9x + 2 = 0 II. 2 (6y 2 + 7) + 29y = 0 68. I. 30x – 72 = 2x 2 II. y 2 – 40 6 = 7 3 69. I. x 2 – 51x + 650 = 0 II. y 3 = 15625 70. I. 6x 2 + 3x – 3 = 0 II. 12y 2 – 26y + 10 = 0 Ph: 09555108888, 09555208888 12

2007, OUTRAM LINES, 1ST FLOOR, OPPOSITE MUKHERJEE NAGAR POLICE STATION, DELHI-110009 ENGLISH LANGUAGE & COMPREHENSION Direction (71-80): Read the passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. Orgnisational leaders often grapple with moving their members to changed conditions. They have to lead severtal battles of managing varied stakeholder expectations. This is not only to answer questions on change, but also to counter entrenched negative attitude regarding leadership actions and organisation system and processes. A change effort becomes extremely difficult in a culture of constant suspicion, bickering, second-guessing, rumour-mongering, and active and passive resistance towards change. Such behaviours have been studied under the conceptual banner of organisational cynicism. It is defined as a negative attitude that members have towards their organisation, its management and its systems and processes. It exists at the levels of thoughts, emotions and actions. Cynicism is magnified in a country facing diversity on multiple dimensions': caste, regionalism, language, religion, gender, urbanrural divisions, differences in upbringing and variations in quality of education. These differences are often carried inside the organisations and affect their functioning. The cumulative effect is often a disengaged or cynical workforce. Organisational processes and managerial actions over time shape employees' beliefs and trust in the system. Some indivduals may be predisposed towards negativity. Conditions for spiralling negativity appear when managers fail to exhibit consistency and explain the rationale of their actions. Their inability to articulate and present their challenges results in perceptions of injustice attributed to the political envioronment of the organisation. Consequently, organisational members develop a general distrust of every action, believing that their organisations are not just. Such people have an ideal view of how organisations should work that is not grounded in operational and social realities. At times, organisations, in their hurry to implement changes, end up violating the psycholgical contract with employees. Roles get expanded and opportunities are assigned based on personal preferences of the leaders rather than on proper skill assessment. Underdeveloped appraisal and talent mangement systems result in disproportionate opportunities being given to a select group of people based on similarities of region, language, education, upbringing, religion or caste rather than on merit or criteria of equitable distribution across similarly qualified organisational members. Managers may not be connscious of their biases. This ends up reinforcing distrust, cynicism and feelings of injustice and organisational politics, Organisational cynicism has to be dealt with at the level of individuals, system and processes while adhering to the principles of organisational justice. Leaders need to model behaviours and promote a culture that values openness, participation, engagement and trust. They need to personally address issues that deal with violations of accepted psychological contract. Any changes required in psychological contracts should be openly and explicitly dealt with through a shared dialogue and fair processes that explain decisions. There should be a concerted action of aligning organisational priorities, individual goals, collective working and building trust of people in the organisation and its processes. 71. What is/are the conditions that lead to negative attitude among employees towards their organisation? (A) When managers beocome self-centric (B) When managers fail to explain the rationale of their actions (C) When managers fail to exhibit consistencey of their actions (1) Only (A) and (B) (2) Only (B) and (C) (3) Only (A) and (C) (4) All (A), (B) and (C) (5) Only (A) Ph: 09555108888, 09555208888 13

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