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Answer the following question based on the information given below.
You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years’ experience and has been assigned as your mentor and guide by the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that you’re on your own and she won’t help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.
  • a)
    You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.
  • b)
    You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.
  • c)
    You decide to do without her guidance, and begin trying to make sense of your new environment on your own.
  • d)
    You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.
  • e)
    You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.
Correct answer is option 'D'. Can you explain this answer?
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Answer the following question based on the information given below.You...
While it is important not to antagonize your senior in this case, it is equally important not to let her get away with shirking her responsibility towards you. Having been assigned to you as a mentor, she must be persuaded to follow through.
Option 1 is childish, unprofessional, and will likely antagonize both your senior as well as the head of your division. The matter must be approached in a straightforward way.
Option 2 is disrespectful and will cause a scene. Your senior will feel bitter and resentful and will not be likely to look upon you with favour, even if she does begin to mentor you out of compulsion.
Option 3, although it may seem like a bold stance, may not be achievable. Being new in the corporate environment, you may find it difficult to start off on your own and this could lead to mistakes and gaffes. Besides, there is no reason to do this when a mentor has been assigned to you officially and is supposed to be guiding you.
Option 4 shows respect towards her seniority, as well as a frank and straightforward manner of approach. It shows consideration towards her convenience, as well as humility. This is the correct answer.
Option 5 is incorrect; it will irritate and pester the head of your division, who is obviously an important and busy person. It also displays a sly and immature way of handling the situation, as it is not a direct appeal to him to take action, rather an underhanded approach.
Hence, the correct answer is option 4.
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Answer the following question based on the information given below.You...
While it is important not to antagonize your senior in this case, it is equally important not to let her get away with shirking her responsibility towards you. Having been assigned to you as a mentor, she must be persuaded to follow through.
Option 1 is childish, unprofessional, and will likely antagonize both your senior as well as the head of your division. The matter must be approached in a straightforward way.
Option 2 is disrespectful and will cause a scene. Your senior will feel bitter and resentful and will not be likely to look upon you with favour, even if she does begin to mentor you out of compulsion.
Option 3, although it may seem like a bold stance, may not be achievable. Being new in the corporate environment, you may find it difficult to start off on your own and this could lead to mistakes and gaffes. Besides, there is no reason to do this when a mentor has been assigned to you officially and is supposed to be guiding you.
Option 4 shows respect towards her seniority, as well as a frank and straightforward manner of approach. It shows consideration towards her convenience, as well as humility. This is the correct answer.
Option 5 is incorrect; it will irritate and pester the head of your division, who is obviously an important and busy person. It also displays a sly and immature way of handling the situation, as it is not a direct appeal to him to take action, rather an underhanded approach.
Hence, the correct answer is option 4.
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Answer the following question based on the information given below.You...
Obvi it is Op D only because rest all options would be degrading the senior in front of the whole enterprise which is definitely not professionalism.so ...
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When people react to their experiences with particular authorities, those authorities and the organizations or institutions that they represent often benefit if the people involved begin with high levels of commitment to the organization or institution represented by the authorities. First, in his studies of people's attitudes toward political and legal institutions, Tyler found that attitudes after an experience with the institution were strongly affected by prior attitudes. Single experiences influence post experience loyalty but certainly do not overwhelm the relationship between pre-experience and post experience loyalty. Thus, the best predictor of loyalty after an experience is usually loyalty before that experience. Second, people with prior loyalty to the organization or institution judge their dealings with the organization's or institution's authorities to be fairer than do those with less prior loyalty, either because they are more fairly treated or because they interpret equivalent treatment as fairer.Although high levels of prior organizational or institutional commitment are generally beneficial to the organization or institution, under certain conditions high levels of prior commitment may actually sow the seeds of reduced commitment. When previously committed individuals feel that they were treated unfavourably or unfairly during some experience with the organization or institution, they may show an especially sharp decline in commitment. Two studies were designed to test this hypothesis, which, if confirmed, would suggest that organizational or institutional commitment has risks, as well as benefits. At least three psychological models offer predictions of how individuals' reactions may vary as a function of (1) their prior level of commitment and (2) the favorability of the encounter with the organization or institution. Favorability of the encounter is determined by the outcome of the encounter and the fairness or appropriateness of the procedures used to allocate outcomes during the encounter. First, the instrumental prediction is that because people are mainly concerned with receiving desired outcomes from their encounters with organizations, changes in their level of commitment will depend primarily on the favorability of the encounter. Second, the assimilation prediction is that individuals' prior attitudes predispose them to react in a way that is consistent with their prior attitudes.The third prediction, derived from the group-value model of justice, pertains to how people with high prior commitment will react when they feel that they have been treated unfavorably or unfairly during some encounter with the organization or institution. Fair treatment by the other party symbolizes to people that they are being dealt with in a dignified and respectful way, thereby bolstering their sense of self-identity and self-worth. However, people will become quite distressed and react quite negatively if they feel that they have been treated unfairly by the other party to the relationship. The group-value model suggests that people value the information they receive that helps them to define themselves and to view themselves favorably. According to the instrumental viewpoint, people are primarily concerned with the more material or tangible resources received from the relationship. Empirical support for the group-value model has implications for a variety of important issues, including the determinants of commitment, satisfaction, organizational citizenship, and rule following. Determinants of procedural fairness include structural or interpersonal factors. For example, structural determinants refer to such things as whether decisions were made by neutral, fact-finding authorities who used legitimate decision-making criteria. The primary purpose of the study was to examine the interactive effect of individuals (1) commitment to an organization or institution prior to some encounter and (2) perceptions of how fairly they were treated during the encounter, on the change in their level of commitment. A basic assumption of the group-value model is that people generally value their relationships with people, groups, organizations, and institutions and therefore value fair treatment from the other party to the relationship. Specifically, highly committed members should have especially negative reactions to feeling that they were treated unfairly, more so than (1) less-committed group members or (2) highly committed members who felt that they were fairly treated.The prediction that people will react especially negatively when they previously felt highly committed but felt that they were treated unfairly also is consistent with the literature on psychological contracts. Rousseau suggested that, over time, the members of work organizations develop feelings of entitlement, i.e., perceived obligations that their employers have toward them. Those who are highly committed to the organization believe that they are fulfilling their contract obligations. However, if the organization acted unfairly, then highly committed individuals are likely to believe that the organization did not live up to its end of the bargain.For summarizing the passage, which of the following is most appropriate

When people react to their experiences with particular authorities, those authorities and the organizations or institutions that they represent often benefit if the people involved begin with high levels of commitment to the organization or institution represented by the authorities. First, in his studies of people's attitudes toward political and legal institutions, Tyler found that attitudes after an experience with the institution were strongly affected by prior attitudes. Single experiences influence post experience loyalty but certainly do not overwhelm the relationship between pre-experience and post experience loyalty. Thus, the best predictor of loyalty after an experience is usually loyalty before that experience.Second, people with prior loyalty to the organization or institution judge their dealings with the organization's or institution's authorities to be fairer than do those with less prior loyalty, either because they are more fairly treated or because they interpret equivalent treatment as fairer.Although high levels of prior organizational or institutional commitment are generally beneficial to the organization or institution, under certain conditions high levels of prior commitment may actually sow the seeds of reduced commitment. When previously committed individuals feel that they were treated unfavourably or unfairly during some experience with the organization or institution, they may show an especially sharp decline in commitment. Two studies were designed to test this hypothesis, which, if confirmed, would suggest that organizational or institutional commitment has risks, as well as benefits. At least three psychological models offer predictions of how individuals' reactions may vary as a function of (1) their prior level of commitment and (2) the favorability of the encounter with the organization or institution. Favorability of the encounter is determined by the outcome of the encounter and the fairness or appropriateness of the procedures used to allocate outcomes during the encounter. First, the instrumental prediction is that because people are mainly concerned with receiving desired outcomes from their encounters with organizations, changes in their level of commitment will depend primarily on the favorability of the encounter. Second, the assimilation prediction is that individuals' prior attitudes predispose them to react in a way that is consistent with their prior attitudes.The third prediction, derived from the group-value model of justice, pertains to how people with high prior commitment will react when they feel that they have been treated unfavorably or unfairly during some encounter with the organization or institution. Fair treatment by the other party symbolizes to people that they are being dealt with in a dignified and respectful way, thereby bolstering their sense of self-identity and self worth. However, people will become quite distressed and react quite negatively if they feel that they have been treated unfairly by the other party to the relationship. The group-value model suggests that people value the information they receive that helps them to define themselves and to view themselves favorably. According to the instrumental viewpoint, people are primarily concerned with the more material or tangible resources received from the relationship. Empirical support for the group-value model has implications for a variety of important issues, including the determinants of commitment, satisfaction, organizational citizenship, and rule following. Determinants of procedural fairness include structural or interpersonal factors. For example, structural determinants refer to such things as whether decisions were made by neutral, fact finding authorities who used legitimate decision making criteria. The primary purpose of the study was to examine the interactive effect of individuals (1) commitment to an organization or institution prior to some encounter and (2) perceptions of how fairly they were treated during the encounter, on the change in their level of commitment. A basic assumption of the group-value model is that people generally value their relationships with people, groups, organizations, and institutions and therefore value fair treatment from the other party to the relationship. Specifically, highly committed members should have especially negative reactions to feeling that they were treated unfairly, more so than (1) less-committed group members or (2) highly committed members who felt that they were fairly treated.The prediction that people will react especially negatively when they previously felt highly committed but felt that they were treated unfairly also is consistent with the literature on psychological contracts. Rousseau suggested that, over time, the members of work organizations develop feelings of entitlement, i.e., perceived obligations that their employers have toward them. Those who are highly committed to the organization believe that they are fulfilling their contract obligations. However, if the organization acted unfairly, then highly committed individuals are likely to believe that the organization did not live up to its end of the bargain.For summarizing the passage, which of the following is most appropriate

When people react to their experiences with particular authorities, those authorities and the organizations or institutions that they represent often benefit if the people involved begin with high levels of commitment to the organization or institution represented by the authorities. First, in his studies of people's attitudes toward political and legal institutions, Tyler found that attitudes after an experience with the institution were strongly affected by prior attitudes. Single experiences influence post experience loyalty but certainly do not overwhelm the relationship between pre-experience and post experience loyalty. Thus, the best predictor of loyalty after an experience is usually loyalty before that experience. Second, people with prior loyalty to the organization or institution judge their dealings with the organization's or institution's authorities to be fairer than do those with less prior loyalty, either because they are more fairly treated or because they interpret equivalent treatment as fairer.Although high levels of prior organizational or institutional commitment are generally beneficial to the organization or institution, under certain conditions high levels of prior commitment may actually sow the seeds of reduced commitment. When previously committed individuals feel that they were treated unfavourably or unfairly during some experience with the organization or institution, they may show an especially sharp decline in commitment. Two studies were designed to test this hypothesis, which, if confirmed, would suggest that organizational or institutional commitment has risks, as well as benefits. At least three psychological models offer predictions of how individuals' reactions may vary as a function of (1) their prior level of commitment and (2) the favorability of the encounter with the organization or institution. Favorability of the encounter is determined by the outcome of the encounter and the fairness or appropriateness of the procedures used to allocate outcomes during the encounter. First, the instrumental prediction is that because people are mainly concerned with receiving desired outcomes from their encounters with organizations, changes in their level of commitment will depend primarily on the favorability of the encounter. Second, the assimilation prediction is that individuals' prior attitudes predispose them to react in a way that is consistent with their prior attitudes.The third prediction, derived from the group-value model of justice, pertains to how people with high prior commitment will react when they feel that they have been treated unfavorably or unfairly during some encounter with the organization or institution. Fair treatment by the other party symbolizes to people that they are being dealt with in a dignified and respectful way, thereby bolstering their sense of self-identity and self-worth. However, people will become quite distressed and react quite negatively if they feel that they have been treated unfairly by the other party to the relationship. The group-value model suggests that people value the information they receive that helps them to define themselves and to view themselves favorably. According to the instrumental viewpoint, people are primarily concerned with the more material or tangible resources received from the relationship. Empirical support for the group-value model has implications for a variety of important issues, including the determinants of commitment, satisfaction, organizational citizenship, and rule following. Determinants of procedural fairness include structural or interpersonal factors. For example, structural determinants refer to such things as whether decisions were made by neutral, fact-finding authorities who used legitimate decision-making criteria. The primary purpose of the study was to examine the interactive effect of individuals (1) commitment to an organization or institution prior to some encounter and (2) perceptions of how fairly they were treated during the encounter, on the change in their level of commitment. A basic assumption of the group-value model is that people generally value their relationships with people, groups, organizations, and institutions and therefore value fair treatment from the other party to the relationship. Specifically, highly committed members should have especially negative reactions to feeling that they were treated unfairly, more so than (1) less-committed group members or (2) highly committed members who felt that they were fairly treated.The prediction that people will react especially negatively when they previously felt highly committed but felt that they were treated unfairly also is consistent with the literature on psychological contracts. Rousseau suggested that, over time, the members of work organizations develop feelings of entitlement, i.e., perceived obligations that their employers have toward them. Those who are highly committed to the organization believe that they are fulfilling their contract obligations. However, if the organization acted unfairly, then highly committed individuals are likely to believe that the organization did not live up to its end of the bargain.There is only one term in the left column which matches with the options given in the second column. Identify the correct pair from the following table

When people react to their experiences with particular authorities, those authorities and the organizations or institutions that they represent often benefit if the people involved begin with high levels of commitment to the organization or institution represented by the authorities. First, in his studies of people's attitudes toward political and legal institutions, Tyler found that attitudes after an experience with the institution were strongly affected by prior attitudes. Single experiences influence post experience loyalty but certainly do not overwhelm the relationship between pre-experience and post experience loyalty. Thus, the best predictor of loyalty after an experience is usually loyalty before that experience. Second, people with prior loyalty to the organization or institution judge their dealings with the organization's or institution's authorities to be fairer than do those with less prior loyalty, either because they are more fairly treated or because they interpret equivalent treatment as fairer.Although high levels of prior organizational or institutional commitment are generally beneficial to the organization or institution, under certain conditions high levels of prior commitment may actually sow the seeds of reduced commitment. When previously committed individuals feel that they were treated unfavorably or unfairly during some experience with the organization or institution, they may show an especially sharp decline in commitment. Two studies were designed to test this hypothesis, which, if confirmed, would suggest that organizational or institutional commitment has risks, as well as benefits. At least three psychological models offer predictions of how individuals' reactions may vary as a function of (1) their prior level of commitment and (2) the favorability of the encounter with the organization or institution. Favorability of the encounter is determined by the outcome of the encounter and the fairness or appropriateness of the procedures used to allocate outcomes during the encounter. First, the instrumental prediction is that because people are mainly concerned with receiving desired outcomes from their encounters with organizations, changes in their level of commitmentwill depend primarily on the favorability of the encounter. Second, the assimilation prediction is that individuals' prior attitudes predispose them to react in a way that is consistent with their prior attitudes.The third prediction, derived from the group-value model of justice, pertains to how people with high prior commitment will react when they feel that they have been treated unfavorably or unfairly during some encounter with the organization or institution. Fair treatment by the other party symbolizes to people that they are being dealt with in a dignified and respectful way, thereby bolstering their sense of self-identity and self-worth. However, people will become quite distressed and react quite negatively if they feel that they have been treated unfairly by the other party to the relationship. The group-value model suggests that people value the information they receive that helps them to define themselves and to view themselves favorably. According to the instrumental viewpoint, people are primarily concerned with the more material or tangible resources received from the relationship. Empirical support for the group-value model has implications for a variety of important issues, including the determinants of commitment, satisfaction, organizational citizenship, and rule following. Determinants of procedural fairness include structural or interpersonal factors. For example, structural determinants refer to such things as whether decisions were made by neutral, fact-finding authorities who used legitimate decision-making criteria. The primary purpose of the study was to examine the interactive effect of individuals (1) commitment to an organization or institution prior to some encounter and (2) perceptions of how fairly they were treated during the encounter, on the change in their level of commitment. A basic assumption of the group-value model is that people generally value their relationships with people, groups, organizations, and institutions and therefore value fair treatment from the other party to the relationship. Specifically, highly committed members should have especially negative reactions to feeling that they were treated unfairly, more so than (1) less-committed group members or (2) highly committed members who felt that they were fairly treated.The prediction that people will react especially negatively when they previously felt highly committed but felt that they were treated unfairly also is consistent with the literature on psychological contracts. Rousseau suggested that, over time, the members of work organizations develop feelings of entitlement, i.e., perceived obligations that their employers have toward them. Those who are highly committed to the organization believe that they are fulfilling their contract obligations. However, if the organization acted unfairly, then highly committed individuals are likely to believe that the organization did not live up to its end of the bargain.The hypothesis mentioned in the passage tests at least one of the following ideas.

DIRECTION for the question:Read the passage and answer the question based on it.Demography of organizations, also called population ecology is an interesting field. It proposes that organisational mortality processes depend upon the age and size of the organizations, as well as on characteristics of populations and environments. Moreover, there is evidence of an imprinting process – meaning that environmental conditions at certain early phases in an organisation’s development have long-term consequence. In particular, organizations subject to intense competition have elevated mortality hazards at all ages. A central theme is structural inertia, the tendency for organizations to respond slowly relative to the speed of environmental change. A central argument holds that the inertia derives from the very characteristics that make organizations favoured actors in modern society in terms of reliability and (formal) accountability. It follows that changes in an organisation’s core features are disruptive and increase mortality hazards, at least in the short-run. Research on this subject tends to support this view. The concept of niche provides a framework for relating environmental variations and competition to population dynamics and segmentation. Much empirical work examines the niches of organisational populations in terms of dimensions of social, political, and economic environments. Most research in this field builds on theories of resource partition and of density dependence. Resource-partitioning theory concerns the relationship between increasing market concentration and increasing proliferation of specialists in mature industries. The key implication of this theory concerns the effects of concentration on the viability of specialist organizations (those that seek to exploit a narrow range of resources). The theory of density-dependent organisational evolution synthesizes ecological and institutional processes. It holds that growth in the number of organizations in a population (density) drives processes of social legitimatization and competition that, in turn, shape the vital rates.Q.Most top-notch business consultants recommend changing the entire configuration of an organisation’s strategy, structure and systems. If the ideas contained in the passage are agreed to, then such a recommendation

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Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer?
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Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? for CAT 2025 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer?.
Solutions for Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.
Here you can find the meaning of Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer?, a detailed solution for Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? has been provided alongside types of Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Answer the following question based on the information given below.You are a new joinee in an organization. This is the first time you have found yourself in a corporate environment. You are understandably lost and nervous, and feel in need of a lot of guidance. Your immediate senior is a lady of several years experience and has been assigned as your mentor and guideby the head of your division. Eager to learn, you ask her several questions about professional etiquette, corporate hierarchy, etc. She gets irritated and tells you that youre on your own and she wont help you. Bewildered, you wonder what to do. As your senior, she has a lot of control over you and your work and you cannot risk being in her bad books. At the same time, she is shirking the mentoring responsibilities assigned to her.a)You talk about her behaviour with all your other co-workers so that the news will indirectly reach the head of your division.b)You confront her in front of the whole team and tell her that her behaviour is unacceptable and that you will report her to the head of the division.c)You decide to do without her guidance, and begin trying to make sense of your new environment on your own.d)You go to her alone and frankly admit your fears and concerns in this new place, requesting her minimal guidance and help at her own convenience.e)You go to the head of your division with all your queries and doubts, so that he will realize that your senior is not mentoring you and take action.Correct answer is option 'D'. Can you explain this answer? tests, examples and also practice CAT tests.
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