Decision Making MCQ Quiz - 1 - UPSC MCQ

In the 2006 Common Wealth games, there was participation from five different countries - USA, China, UK, Australia and Japan. From each of these five countries there were athletes participating in one of the five following events: shot put, javelin, high jump, long jump and marathon. Each participant was allowed to participate in exactly one of the five events.
Further it is known that there were at least two participants and at most ten participants from each country and the total number of participants from all the five countries put together was a perfect square.

The following information is also available:

I. The number of participants in javelin was exactly half the number of participants in each of the other events.
II. USA sent an equal number of participants in shot put, high jump and long jump.
III. The maximum number of participants sent by Japan is for the long jump event and each country sent at least one participant for the long jump and shot put events.
IV. The number of participants from China was two more than that from USA, which in turn was one more than that from UK, which in turn was one more than that from Australia which in turn was one more than that from Japan.
V. Except Japan, all the other countries sent at least one participant for the javelin event while Japan sent at least one participant in each of the remaining events.
VI. The number of participants sent by China for each of the events was different and there were no participants from China for the high jump event.
VII. The number of participants in the marathon event sent by all the other countries other than China is equal.

Q. Which country sent the maximum number of participants for the high jump event?

In the 2006 Common Wealth games, there was participation from five different countries - USA, China, UK, Australia and Japan. From each of these five countries there were athletes participating in one of the five following events: shot put, javelin, high jump, long jump and marathon. Each participant was allowed to participate in exactly one of the five events.
Further it is known that there were at least two participants and at most ten participants from each country and the total number of participants from all the five countries put together was a perfect square.

The following information is also available:

I. The number of participants in javelin was exactly half the number of participants in each of the other events.
II. USA sent an equal number of participants in shot put, high jump and long jump.
III. The maximum number of participants sent by Japan is for the long jump event and each country sent at least one participant for the long jump and shot put events.
IV. The number of participants from China was two more than that from USA, which in turn was one more than that from UK, which in turn was one more than that from Australia which in turn was one more than that from Japan.
V. Except Japan, all the other countries sent at least one participant for the javelin event while Japan sent at least one participant in each of the remaining events.
VI. The number of participants sent by China for each of the events was different and there were no participants from China for the high jump event.
VII. The number of participants in the marathon event sent by all the other countries other than China is equal.

Q. Considering all the participants sent by the five countries put together, how many instances were there wherein exactly one participant was sent by a country for an event?

In the 2006 Common Wealth games, there was participation from five different countries - USA, China, UK, Australia and Japan. From each of these five countries there were athletes participating in one of the five following events: shot put, javelin, high jump, long jump and marathon. Each participant was allowed to participate in exactly one of the five events.
Further it is known that there were at least two participants and at most ten participants from each country and the total number of participants from all the five countries put together was a perfect square.

The following information is also available:

I. The number of participants in javelin was exactly half the number of participants in each of the other events.
II. USA sent an equal number of participants in shot put, high jump and long jump.
III. The maximum number of participants sent by Japan is for the long jump event and each country sent at least one participant for the long jump and shot put events.
IV. The number of participants from China was two more than that from USA, which in turn was one more than that from UK, which in turn was one more than that from Australia which in turn was one more than that from Japan.
V. Except Japan, all the other countries sent at least one participant for the javelin event while Japan sent at least one participant in each of the remaining events.
VI. The number of participants sent by China for each of the events was different and there were no participants from China for the high jump event.
VII. The number of participants in the marathon event sent by all the other countries other than China is equal.

Q. Which among the following is definitely FALSE? 

                                                                                      Group Question

The passage given below is followed by a set of questions. Choose the most appropriate answer to each question.

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.

In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996. 

However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs. 

Q. In the wake of the dispute with the AIESMU, what should the reaction of the management be?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.

In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996. 

However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs. 

Q. As a lawyer working for Dastur and Associates, you have been asked to mediate the dispute. What is likely to be the sequence in your course of action from the options given?

A. Call a meeting with both parties at once.

B. Study different approaches to the situation.

C. Meet both parties individually.

D. Suggest a solution that is median to both parties’ requirements.

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.

In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996. 

However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs. 

Q. Which of the following is most unlikely to be a priority of the management?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.

In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996. 

However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs. 

Q. On March 8, 2000, a lockout was declared at Eta's factory in Bangalore, following a strike by its employee union. The new leadership of the union had refused to abide by the wage agreement, which was to expire in August 2001.Following the failure of its negotiations with the union, the management decided to go for a lock out.As the General Manager of the factory, which of the following actions would you take to minimize the loss?

A. Outsource production to another company to cut costs.

B. Halt production till the strike is over.

C. Shift production to the company’s other factories.D. Arrange for a sale of the factory.

                                                                                    Group Question

Answer the following question based on the information given below.

Locomotive engines are manufactured in a factory at Rampur. The process of manufacturing an engine involves 10 different activities - Activity 1 to Activity 10. Some of these 10 activities cannot be started until other activities have been completed. For example Activity 3 cannot begin until Activity 2 has been completed and Activity 4 cannot begin until both Activities 1 and 2 are completed. The table below shows the minimum time required to complete each activity and the list of activities which must be completed before a particular activity can be started. The manufacturing process of an engine is said to be finished if at least one of activities A9 and A10 is completed.

Each activity can be undertaken by only one person at a time and one person can work on only one activity at a time.

Q. By how many days does the minimum time taken by individual Y to complete Activity 8 exceed the minimum time taken by individual X to complete Activity 7? Assume that each individual separately performs all the activities required for his Activity (7 or 8) to be completed and that there is no one helping him. 

Locomotive engines are manufactured in a factory at Rampur. The process of manufacturing an engine involves 10 different activities - Activity 1 to Activity 10. Some of these 10 activities cannot be started until other activities have been completed. For example Activity 3 cannot begin until Activity 2 has been completed and Activity 4 cannot begin until both Activities 1 and 2 are completed. The table below shows the minimum time required to complete each activity and the list of activities which must be completed before a particular activity can be started. The manufacturing process of an engine is said to be finished if at least one of activities A9 and A10 is completed.

Each activity can be undertaken by only one person at a time and one person can work on only one activity at a time.

Q. What is the minimum possible number of days in which any individual can finish manufacturing an engine working alone?

Locomotive engines are manufactured in a factory at Rampur. The process of manufacturing an engine involves 10 different activities - Activity 1 to Activity 10. Some of these 10 activities cannot be started until other activities have been completed. For example Activity 3 cannot begin until Activity 2 has been completed and Activity 4 cannot begin until both Activities 1 and 2 are completed. The table below shows the minimum time required to complete each activity and the list of activities which must be completed before a particular activity can be started. The manufacturing process of an engine is said to be finished if at least one of activities A9 and A10 is completed.

Each activity can be undertaken by only one person at a time and one person can work on only one activity at a time.

Q. If two individuals having the same efficiency work together, then what is the minimum number of days in which they can finish manufacturing an engine?

Locomotive engines are manufactured in a factory at Rampur. The process of manufacturing an engine involves 10 different activities - Activity 1 to Activity 10. Some of these 10 activities cannot be started until other activities have been completed. For example Activity 3 cannot begin until Activity 2 has been completed and Activity 4 cannot begin until both Activities 1 and 2 are completed. The table below shows the minimum time required to complete each activity and the list of activities which must be completed before a particular activity can be started. The manufacturing process of an engine is said to be finished if at least one of activities A9 and A10 is completed.

Each activity can be undertaken by only one person at a time and one person can work on only one activity at a time.

Q. What is the minimum possible number of days in which any individual can finish manufacturing an engine working alone, if both A9 and A10 are to be completed?

                                                                                      Group Question

Read the following situation and choose the best possible alternative.

Manisha is a 21-year-old MBA summer intern who has just been caught stealing Rs. 1000 from the petty cash fund in your office. This was because she wanted to party over the weekend and her internship cheque was expected to be credited in her bank account on Monday, after which she intended to put the money back in the petty cash fund. The Company has a strict policy that says that anyone who steals will be dismissed. Manisha’s mother works in another department in the Company for the past 15 years and she has come to see you, in person, to beg you not to “ruin Manisha’s life”. She also points out that she has seen many other employees take incidental office supplies like pencils and notepads home. 

Q. Which of the following is going to be your decision? 

Manisha is a 21-year-old MBA summer intern who has just been caught stealing Rs. 1000 from the petty cash fund in your office. This was because she wanted to party over the weekend and her internship cheque was expected to be credited in her bank account on Monday, after which she intended to put the money back in the petty cash fund. The Company has a strict policy that says that anyone who steals will be dismissed. Manisha’s mother works in another department in the Company for the past 15 years and she has come to see you, in person, to beg you not to “ruin Manisha’s life”. She also points out that she has seen many other employees take incidental office supplies like pencils and notepads home. 

Q. Is the way Manisha’s mother conducted herself in this case correct?

                                                                                      Group Question

The passage given below is followed by a set of questions. Choose the most appropriate answer to each question.

Eduardo’s family had been in the banana cultivation business for many years. It all started when Eduardo’s grandfather realized that he could grow bananas next to the rail road lines he was building in Honduras. Sensing a lucrative opportunity, he invested much of his capital from his construction business into acquiring land for banana cultivation. When Eduardo’s father took charge of the business, the company owned as much as 70% of the farmland in Honduras. Eduardo had been closely working with his father and took over from him. He soon realized there were several issues plaguing the business. It was difficult to cultivate bananas on a large scale in the tropics and the narrow profit margins had forced Eduardo’s father to acquire forest land and clear it for cultivation.
This land, however, was depleting in nutrients and could not yield the same output. Many of these lands had to be abandoned after a few years of cultivation. This practice did not find favour with Eduardo; he decided he would adopt sustainable cultivation practices and restore the cultivability of the abandoned forest land. Unfortunately, the Honduran government was trying to acquire that land from the company without paying a just price. The government saw the step as a necessary part of land reform in the country.

Q. Should Eduardo sell the land to the Honduran government?

Eduardo’s family had been in the banana cultivation business for many years. It all started when Eduardo’s grandfather realized that he could grow bananas next to the rail road lines he was building in Honduras. Sensing a lucrative opportunity, he invested much of his capital from his construction business into acquiring land for banana cultivation. When Eduardo’s father took charge of the business, the company owned as much as 70% of the farmland in Honduras. Eduardo had been closely working with his father and took over from him. He soon realized there were several issues plaguing the business. It was difficult to cultivate bananas on a large scale in the tropics and the narrow profit margins had forced Eduardo’s father to acquire forest land and clear it for cultivation.
This land, however, was depleting in nutrients and could not yield the same output. Many of these lands had to be abandoned after a few years of cultivation. This practice did not find favour with Eduardo; he decided he would adopt sustainable cultivation practices and restore the cultivability of the abandoned forest land. Unfortunately, the Honduran government was trying to acquire that land from the company without paying a just price. The government saw the step as a necessary part of land reform in the country.

Q. The Sigatoka disease, which affects the roots of the banana plant making them wilt before they can be packaged for export had reduced the banana yield for Eduardo’s business. After much research, a copper sulphate mixture was developed to be sprayed on the crops. This could potentially be harmful to the workers who will be required to spray it.

What should be Eduardo’s course of action in this regard?

Eduardo’s family had been in the banana cultivation business for many years. It all started when Eduardo’s grandfather realized that he could grow bananas next to the rail road lines he was building in Honduras. Sensing a lucrative opportunity, he invested much of his capital from his construction business into acquiring land for banana cultivation. When Eduardo’s father took charge of the business, the company owned as much as 70% of the farmland in Honduras. Eduardo had been closely working with his father and took over from him. He soon realized there were several issues plaguing the business. It was difficult to cultivate bananas on a large scale in the tropics and the narrow profit margins had forced Eduardo’s father to acquire forest land and clear it for cultivation.
This land, however, was depleting in nutrients and could not yield the same output. Many of these lands had to be abandoned after a few years of cultivation. This practice did not find favour with Eduardo; he decided he would adopt sustainable cultivation practices and restore the cultivability of the abandoned forest land. Unfortunately, the Honduran government was trying to acquire that land from the company without paying a just price. The government saw the step as a necessary part of land reform in the country.

Q. Eduardo was lauded for the company’s performance as well its commitment towards protecting the environment. He has been asked to speak at a Cultivators’ Forum about the same.

Which of the following should not be a part of his advice to cultivators?

                                                                                      Group Question

Answer the following question based on the information given below.

There is a group of 100 students. They study one or more of the 3 subjects among Geography, History and English. The number of students studying English is more than the number of students studying Geography, which, in turn, is more than the number of students who study History, which in turn is more than the number of students who study exactly 2 out of the 3 subjects, which in turn, is more than the number of students who study all 3 subjects. It is known that at least one student studies all 3 subjects. 

Q. What is the maximum number of students who study History?   

There is a group of 100 students. They study one or more of the 3 subjects among Geography, History and English. The number of students studying English is more than the number of students studying Geography, which, in turn, is more than the number of students who study History, which in turn is more than the number of students who study exactly 2 out of the 3 subjects, which in turn, is more than the number of students who study all 3 subjects. It is known that at least one student studies all 3 subjects. 

Q. What is the minimum number of students who study  English? 

There is a group of 100 students. They study one or more of the 3 subjects among Geography, History and English. The number of students studying English is more than the number of students studying Geography, which, in turn, is more than the number of students who study History, which in turn is more than the number of students who study exactly 2 out of the 3 subjects, which in turn, is more than the number of students who study all 3 subjects. It is known that at least one student studies all 3 subjects. 

Q. If it is known that exactly half the students study English, then what is the maximum number of students who study all three?

There is a group of 100 students. They study one or more of the 3 subjects among Geography, History and English. The number of students studying English is more than the number of students studying Geography, which, in turn, is more than the number of students who study History, which in turn is more than the number of students who study exactly 2 out of the 3 subjects, which in turn, is more than the number of students who study all 3 subjects. It is known that at least one student studies all 3 subjects. 

Q. What is the maximum number of students who study only Geography?

                                                                                      Group Question

Answer the following question based on the information given below.

Aniket was from a very rich family, with its heritage in the village of Adpur in Gujarat. He was sent to a school in the city for the best education, where he stayed on until after post-graduation. With the fast paced life of upper-class pursuits Aniket rarely saw the ground below. One day on a visit to his village, he came across a lanky little girl. All of nine years, maybe even seven — it is difficult to tell in poorly-fed children. Falsely made up, oiled hair, nose rings and an outsized purple ribbon that stared out from behind her head — she cut a pathetic picture. She had just been sold for Rs 5,000 to a city- bred man, who was taking her with him to look after his newborn. The life he had known never indicated that there were many who lived a different life. Purple ribbon’s buyer griped that Rs 5,000 was too much, refusing to buy. The broker pleaded, “Where will she go, poor thing? Keep her as your servant, she will make your tea...” and offered to cut the price to Rs 4,500. Aniket’s stomach churned. Was this the value of a child? As he drove to the city, he felt chased by the nine-year-old’s scrubbed face framed by outsized purple ribbons. Unable to live with this memory, and seeking a solution, which he knew his gaggle of friends would not be able to provide, Aniket went back to Adpur determined to change what he had seen.

Q. Which of the following actions is/are likely to be a part of  Aniket’s course of action?

A: Talk to her parents and offer to sponsor the child's education and healthcare.
B: File a complaint against brokers who are involved in human trafficking.
C: Get in touch with an NGO that works for child welfare.
D: File a complaint with the local police against the parents of the nine-year old child.
E: Ask for a dissolution of the existing Panchayat. 

Aniket was from a very rich family, with its heritage in the village of Adpur in Gujarat. He was sent to a school in the city for the best education, where he stayed on until after post-graduation. With the fast paced life of upper-class pursuits Aniket rarely saw the ground below. One day on a visit to his village, he came across a lanky little girl. All of nine years, maybe even seven — it is difficult to tell in poorly-fed children. Falsely made up, oiled hair, nose rings and an outsized purple ribbon that stared out from behind her head — she cut a pathetic picture. She had just been sold for Rs 5,000 to a city- bred man, who was taking her with him to look after his newborn. The life he had known never indicated that there were many who lived a different life. Purple ribbon’s buyer griped that Rs 5,000 was too much, refusing to buy. The broker pleaded, “Where will she go, poor thing? Keep her as your servant, she will make your tea...” and offered to cut the price to Rs 4,500. Aniket’s stomach churned. Was this the value of a child? As he drove to the city, he felt chased by the nine-year-old’s scrubbed face framed by outsized purple ribbons. Unable to live with this memory, and seeking a solution, which he knew his gaggle of friends would not be able to provide, Aniket went back to Adpur determined to change what he had seen.

Q. Aniket went to the best schools in India and asked them if  they would help. “I will support you financially, you just come to my village and open a school." But they all declined. Adpur was notorious for crime and was extremely unsafe, they pointed out. How should Aniket react?

Aniket was from a very rich family, with its heritage in the village of Adpur in Gujarat. He was sent to a school in the city for the best education, where he stayed on until after post-graduation. With the fast paced life of upper-class pursuits Aniket rarely saw the ground below. One day on a visit to his village, he came across a lanky little girl. All of nine years, maybe even seven — it is difficult to tell in poorly-fed children. Falsely made up, oiled hair, nose rings and an outsized purple ribbon that stared out from behind her head — she cut a pathetic picture. She had just been sold for Rs 5,000 to a city- bred man, who was taking her with him to look after his newborn. The life he had known never indicated that there were many who lived a different life. Purple ribbon’s buyer griped that Rs 5,000 was too much, refusing to buy. The broker pleaded, “Where will she go, poor thing? Keep her as your servant, she will make your tea...” and offered to cut the price to Rs 4,500. Aniket’s stomach churned. Was this the value of a child? As he drove to the city, he felt chased by the nine-year-old’s scrubbed face framed by outsized purple ribbons. Unable to live with this memory, and seeking a solution, which he knew his gaggle of friends would not be able to provide, Aniket went back to Adpur determined to change what he had seen.

Q. Aniket wishes to open a school in Adpur. This will create equal opportunities for all the children of the villagers. However, the only land available to build the school includes parts of agricultural land. As a result of the same, some villagers are extremely hesitant as a bulk of their income comes from agriculture. They have urged the Gram Panchayat to discuss the same.

As a Panchayat member, which of the following points of view are you likely to support?

                                                                                    Group Question

Answer the following question based on the information given below.

Sherpa Tinku has trained six mountaineers - Johny, Royal, Sign, Hankey, Buchanan and Walker. Sherpa has to send a team to climb Mount Everest. Sherpa has decided that he will send a team of at least 2 people based on their skills and ability to get along with each other. Following are the conditions which Sherpa has to take care of while selecting the team.

1. If Royal is in the team, Hankey must be there in the team and Buchanan must not be there in the team.

2. If Johny is present in the team, then exactly one of Royal and Sign has to be selected.

3. If Sign is in the team, Buchanan must be in the team and Walker must not be in the team.

4. If size of the team is less than four, then both Hankey and Walker cannot be in the same team.

Q. Which of the following is a correct combination of the team Marks chosen by Sherpa Tinku?

Sherpa Tinku has trained six mountaineers - Johny, Royal, Sign, Hankey, Buchanan and Walker. Sherpa has to send a team to climb Mount Everest. Sherpa has decided that he will send a team of at least 2 people based on their skills and ability to get along with each other. Following are the conditions which Sherpa has to take care of while selecting the team.

1. If Royal is in the team, Hankey must be there in the team and Buchanan must not be there in the team.

2. If Johny is present in the team, then exactly one of Royal and Sign has to be selected.

3. If Sign is in the team, Buchanan must be in the team and Walker must not be in the team.

4. If size of the team is less than four, then both Hankey and Walker cannot be in the same team.

Q. If neither Royal nor Walker is selected in the team, then who must be part of the team? 

Sherpa Tinku has trained six mountaineers - Johny, Royal, Sign, Hankey, Buchanan and Walker. Sherpa has to send a team to climb Mount Everest. Sherpa has decided that he will send a team of at least 2 people based on their skills and ability to get along with each other. Following are the conditions which Sherpa has to take care of while selecting the team.

1. If Royal is in the team, Hankey must be there in the team and Buchanan must not be there in the team.

2. If Johny is present in the team, then exactly one of Royal and Sign has to be selected.

3. If Sign is in the team, Buchanan must be in the team and Walker must not be in the team.

4. If size of the team is less than four, then both Hankey and Walker cannot be in the same team.

Q. Who must be there in the largest possible team?

Sherpa Tinku has trained six mountaineers - Johny, Royal, Sign, Hankey, Buchanan and Walker. Sherpa has to send a team to climb Mount Everest. Sherpa has decided that he will send a team of at least 2 people based on their skills and ability to get along with each other. Following are the conditions which Sherpa has to take care of while selecting the team.

1. If Royal is in the team, Hankey must be there in the team and Buchanan must not be there in the team.

2. If Johny is present in the team, then exactly one of Royal and Sign has to be selected.

3. If Sign is in the team, Buchanan must be in the team and Walker must not be in the team.

4. If size of the team is less than four, then both Hankey and Walker cannot be in the same team.

Q. Which of the following pairs cannot be selected with any of the remaining four people?