Pg € Analysis on DM by Jatinder Vohra Special class Jatinder Vohra + Dec 23, 2020XAT 2020 Test Patter } v S.No Section No. of Questions | Duration Verbal Ability and Logical a Reasoning (VA & LR) Elly Pada Decision Making (DM) @) fee hanhon Quantitative Ability & Data 28 Interpretation (QA & Dl) = — = Part 2 General Knowledge (Gk) 25 15 Minutes XAT 2020 Marking Scheme: ‘Marks awarded for every correct answer: +1 mark. Negative marks awarded for every incorrect answer: -0.25 marks Negative marks awarded for every unattempted question after 8 unattempted questions: -0.10 mark No negative marking for Part 2- GkCA 4p XQr 2020 Section-2: Decision Making XAT score Percentile XAT score 9 5 AA 10.5 90 “aik 1.5 95+ “hike¥ Dm ) Decision Making alee Area/Questions | No. of Qs.| Question Type Level of Difficulty Case 1 3: Ethical Dilemma 2 Medium, 1 Difficult Case 2 3 Ethical Dilemma 1 Easy, 1 Medium, 1 Difficult Case 3 3 "| Business Decision 1 Easy, 2 Medium Case 4 3° Business Decisions 2 Medium, 1 Difficult Case 5 3° Business Decisions 2 Easy, 1 Medium Case 6 3. Ethical Dilemma 2 Medium, 1 Difficult Case 7 eM Ethical Dilemma 1 Medium, 2 Difficult — : Tl teete Mathematical Calculations based DMRead the following passage and answer the 3 questions given below. ‘Arokya Seafood was pioneered by RIAL Arokiasami (Arokya to his friends) in 1986. Originally, this proprietorship firm, located at Ennore, north Chennai, was engaged in wholesale trade in fish and prawns, purchasing catch from local fishermen and trawler operators, sorting and packing measured quantities in ice, and supplying these to small retailers on the western side of the city. The success of the business depended on Arokya‘s ability to organize the purchase and packing process overnight and move material quickly in the early hours so that fresh stocks were available with his customers when they opened shop for the day. He proved to be adept at this, and built a reputation of dependability. ‘Over the next decade and a half, the quantity of seafood passing through Arokya’s business multiplied, necessitating the hiring of additional S#6FHOUSES|in various locations, and investment in delivery vehicles. By 2001, he felt that it was time for a change. He felt that further growth in business could not be achieved through the wholesale trade alone, and decided that, with his now grown up son to help, the firm could get into processing as well. As luck would have it, he was able to acquire a large cold storage and processing facility, at a bargain, from a firm that was winding up as a result of a family dispute. It wasn’t long before Arokya Seafood was transformed into a successful seafood production plant.Now Arokya sees the need for further expansion. While his procurement of catch from fishermen has been the mainstay of his business so far, he feels he would be able to use the entire capacity of the plant if he can add to the procured catch, by operating his own deep-sea trawlers. The operation of fishing trawlers have always been fraught with risk, and is given extensive support by thé government through the fisheries department, insurance companies, and fishermen’s cooperatives. Trawlers operate in international waters, far from native shores. They are often out for as much as a week sometimes, in search of catch, and therefore require excellent maintenance and reliable crew. They are prey to the vagaries of nature in the form of storms at sea. Of late, they have even become the occasional target of pirates who make off with the valuable catch, and sometimes with the vessel itself However, as Arokya sees it, life (and business) has to go on. He is confident that he will be able to raise the required funds for the acquisition of two trawlers ~ through allocation of subsidy and institutional finance. He is familiar enough with the industry to know that two or more trawlers sailing together provide each other with security and operational support. The disposal of catch is not an issue, since he is looking at captive consumption. The problem as he sees itis the identification of capable and scrupulously honest crew and skippers, for the boats. The fact that he and his son are tied up with operations at the market and the plant would mean that the boats would operate virtually unsupervised until they call at harbour. He thinks that finding good skippers will probably be his stiffest task, and has decided that this will be his first step, after which he gets started on the process of actual acquis27. The transformation of Arokya Seafood into a successful seafood production plant can be attributed to which of the following factors? 1. Arokya’s fortune which worked in his favour. “~~ . The plant that he had invested in |. Arokya’s quickness in adapting to the winds of change. 2 3 4, Arokya’s expanding customer base. AL 8.182 2 & 3 0.2384 £183 Q28. Which of the following could be a possible hurdle in Arokya’s venture? A. The disposal of catch. 8. The inability to procure trawlers. C_Jhe difficulty in obtaining finance for his venture. The difficulty in finding trustworthy crew. mustwor E. The problem of providirig security for trawlers.@29. Which of the following expresses Arokya’s response to the risks which his business is susceptible to? A. He is unduly perturbed. A® He is practical and equanimous, —~ C. "He is foolishly optimistic. D. He leaves it to chanceRead the following passage and answer the 3 questions given below. On 17th October 1996, CBS News ran a 48 hour program covering the inhumane treatment of workers by their supervisors, the payment of wages below the legal minimum wage, and the sexual abuse of several women workers at Nike’s shoe manufacturing plants in Vietnam. Workers had been physically assaulted on the job. Temporary workers were paid, on an average, 20 cents per hour while team leaders were paid $42 per month; regular workers were paid even less. The CBS News program aired interviews with team leaders and even showed a copy of a labour contract to substantiate its claim. On March 14th, 1997, Reuters reported that 56 women were forced to run around one Nike factory. Twelve of them went into shock, fainted and were taken to hospital. As a result of these reports, a group of Vietnamese Americans contacted labour groups and journalists in Vietnam. A group called Vietnam Labour Watch (VLW) was organized to study the working conditions of workers at factories in Vietnam and monitor Nike's labour practices on an ongoing basis. VLW visited Nike's factories in Vietnam and met workers, shoe manufacturing executives, labour union representatives and legal experts. By late 1997, VLW came out with a report that accused Nike of violating numerous labour laws. According to the report, Nike did not pay the minimum wages, did not provide proper working conditions, did not take adequate health and safety measures. In addition. Nike turned a blind eye to child labour and sexual harassment in its factories.The report also observed that there was a difference between the practices in Nike's factories in Vietnam and what told American consumers about its labour practices. Analysts said that in spite of its good image in the US, Nike was a very different company in Vietnam and other Asian countries. The sweatshop conditions in Nike’s Asian factories was confirmed by several leading newspapers and journals including The New York Times, USA Today, The Wall Street Journal, AP, and Reuters. However, Nike had repeatedly claimed that it did not tolerate worker maltreatment in its Asian factories. The company had developed and published both a “Code of Conduct” and an agreement with its Asian subcontractors, setting out the company’s position on wages and working conditions. But analysts felt that in spite of some cosmetic measures, the company had not really shown any real interest in addressing the issue. Jim Cox, executive President of the New York based GCI group, said, “Nike has adopted a defensive attitude throughout. Recently, Nike seems to be grudgingly coming around to admitting that something may be wrong but they missed an opportunity at the outset when they effectively said we're Nike and we're not doing anything wrong. We don’t own these plants so they aren’t our problem.1a30The options given below are combinations of the possible circumstances that led to the problem and the cause of that circumstance. Given the details in the case, which one can be inferred to be the best option? tren me Serato mn the case, which one can be inferred sabe tmebest option? Problem: Maltreatment with workers by the supervisors. Cause: Misbehaviour of women workers. Troblem: Violation of labour guidelines by Asian subcontractors and improper supervision of working conditions. Cause: Appointment of Asian subcontractors and minimal jolvement of Nike in addressing problems related to workers . Problem: Nike adapting a defensive attitude. Cause: Levelling accusations against Nike. 6. Problem: Absence of a standard wage policy. Cause: Lack of parity in the wages paid to employees. 9& Probleme The sue being blown out of proportion. Cause: Me turing » blind eye to the problems In ts Aion ee - companies.26h. What does the expression “missed an opportunity” refer to in the context of the passage? 2A pe trrorimiy to prove that the accusations levelled against it were specious. The opportunity to salvage its tainted image by ensuring that justice is done to its workers in its Asian companies. ba r S de (Aa ae ina thep “SR a hey Pa sheer Aaa arr a mm A ms ere X SA mn SAA. Sarvanga Asana itsya Asana C. Shalabha Asana D. Either (B) or (C) E. Either (A) or (B) 020 shalabha Asana is oe third day, then which Asana must be performed on the sixth day? QS. if Shalabha Asana is performed on the a ‘Sarvanga Asana must be performed on the A. eighth day —_B. sixth day Second day D. fifth day E. None of the above Q36. If Surya Namaskar is performed on the second day, then in how many different ways can the remaining Asanas be performed under the given conditions? A. One 8. Two oer Four E. FiveRead all the information below and answer the upcoming 3 questions based on i The incumbent principal of “The Indian Vidyalaya” wanted to make his school a model school. Therefore, he decided to build a new spacious and well ventilated toilet a little distance away from the main school building, With the permission of the school management committee he managed to get such a facility constructed. This aspect helped the school secure a good score in the annual inspection report. The principal wanted to call for a special meeting of parents, to get more suggestions for the next academic year. But prior to the meeting he wanted to know how the parents viewed the improved sanitation facility. The principal therefore sent a single line questionnaire to the parents through their wards. The questionnaire read. “Please comment about the new sanitation facility in the school.” Of the 2500 questionnaires sent only 722 came back. The comments in these responses were as follows: ‘COMMENT NUMBER OF RESPONSES “No Comments” 338 “My Child Never Talked About It” 174 “instead of expenditure like that, it'd be better if the school 127 reduced its fee.” “Helps the principal to get a good name for himself” 52 “Good” 3137. The principal's method of decision making brings out that AAA. the fact that the school has poor infrastructure. X2. the school management's inability to visualise what is needed for the school. 73. selfish motives of the school management. “x \competence to handle negative feedback, the school management's concern for providing better conditions to the students. A. Only (5) Only (2), (2) and (3) C. Only (2) and (3) D. Only (4) and (5) ‘Only (2) and (5)Onl wer Q38. Which of the following actions should have been performed by the principal, before deciding on his efforts to make the school, ‘a model school’? —_— —S> so — Pam aa onaier whether the measures associated with such an effort will have any effect on the enrolment of new students. Communicate his intentions to the parents and include them in the decision making process. ae 27 Misit one or two_schools which are already considered to be well equipped to understand what his school really needs, A. 1), Q) and (3) B. Only (1) and (2) C._ aly (1) and (3) a on hand} E. None of these:283, Which of the following conclusions can be drawn from ‘The principal is responsible for the lukewarm response of the parents. 2 The principal is not good at maintaining regular contacts with the parents. 'Y8._Jhe effort made by the principal was wasteful as it did not make much ee principal is incompetent to conduct a survey. A Only (2) and (3) oo 8. Only (2) and (2) ©. Opsy (3) and (4) oer an tt Only (1) and (3) s situation? rence to the students.Read all the information below and answer thé upcoming 4 questions based on it. is annual examinations, Richards is planning to watch some movies which he has missed during the ew. So, he collected the survey reports by At the end of examinations. He does not want to watch a movie which received a bad r diferent magazines on these movies. The survey reports are tabulated below. The numbers in the table indicate the number of persons who gave a particular rating to a particular movie. No person haé participated in more than one survey. wy MOVIES [RATINGS TDASPpANI EX WA ANA COLMA DOSTANA macazines 8) B BHI x — FILMFARE Good @ Gy K “Average T 82 9 2 Poor 10 a7 34 4 me Good @)_| Car (08) ‘Average 30 Poor 92 79 120 04 FEMINA Good GD Oo ‘Average 35 142 35 Poor 151 6 152 INDIATODAY | __Good Gy CD 196 Cae ‘Average % 185 47 7 Poor 135 59 180 42 62aC Richards wants to watch only that movie for which the number of participants rating it as “Good” was more than the number of participants rating it as “Average” or “Poor” according to the maximum number of magazines. Which movie will hewatch?. teed A. DASAVIDANIYA B. EK VIVAAH AISA BHI C. GOLMAAL D. FAS}HON E, DOSTANA Q421 Richards does not want to watch a movie which received “Good” rating from the least number of participants (considering the survey reports of all magazines together), then which movie would he not watch? E \VIDANIYA, Ek VIVAAH AISA BHI C. GOLMAAL D. FASHION £. DOSTANAA248. If the movie which rece oor Dn tone maximum number of participants (considering the survey reports of all magazines together) is the moviei@ast favoured by Richards, the which is the least favoured movie? A. DASAVIDANIYA pena asso = GOLMAAL D. FASHION E. DOSTANA 43. if each movie is given an overall rank from 1 to 5 in the decreasing order of the total number (considering the survey reports of all magazines together) of “Good” ratings and also a-similar magazine wise rank considering only that magazine, then for which of the magazines are the movies ranked in, ‘order asin the overall ranking? pete > ‘STAR D F D> ard 4 a C. FEMINA > 7 Vv D. INDIA TODAY N Y t E. None | LT Dy:Read all the information below and answer the upcoming 2 questions based on it. Shastri, a rich BUSINESS person residing in the colony, pays the garbage collectors 200 every month. As a result, the garbage collectors started demanding the same amount from every household. They threatened the residents that they will stop collecting the garbage, if the residents do not giveinto their demands. Sunaina, who resides in the colony, was mulling over the available options and came up with the following: I” Start hauling trash to the dump herself. X° Il, Talk to the other residents in the colony and collectively decide to pay only 850. —> II. File a complaint against the garbage collectors with the corporation Lyd IV. Negotiate with the garbage collectors regarding the charges. a Q44. Which of the following actions can Sunaina take i © TH and tt Stent D. Handiv bani} order to counter the demand of the garbage collectors?‘AAS. some of the residents told the garbage collectors that they would report the issue to Narayan, an employee of the Municipal Corporation, who is the designated supervisor of the garbage collectors of thaf area. the garbage collectors (BpTied that they could do whatever they wanted fo Because nd action __Which of the following statements about their supervisor Naraya collectors? He is lethargic with respect to his job. 4 He gets a share of all the extra money that the garbage th are getting, r IV. He doesnot have the authority to fire the garbage collectors. "=~ > A. LilandV B. 1,1 Mand iv eAatianay i,Mand IV E. Il, Vand VRead all the information below and ‘the questions based on it, jorted the presence of a harmful chemical in Cracker Nuts, a product of a fast rt sparked a nationwide outcry. oe Recently a priya moving consumer goods giant — 246. Rahul Shivshankar, the CEO of the company, feared this incident might affect the company’s image among consumers. Tahol kad the flowing options: ; tth proy the entire stock and advise customers not to buy this product from other shops as well. we @orm ustomers about the controversy but understate its seriousness. Epotore the veracity of the report and then fmiakea d —_—— If arranged from ethical to unethical which of the following is DEFINITELY the UNETHICAL ONES? cision. A6,