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Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.
Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.
Which of the following can be concluded from the passage?
  • a)
    Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.
  • b)
    The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.
  • c)
    Economies of scale enabled early motor companies to expand.
  • d)
    A bad worker would perform the same task badly on each car leading to many more rejects.
  • e)
    The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.
Correct answer is option 'A'. Can you explain this answer?
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Directions: In the following questions tests your ability to derive c...
Choice (A) sums up the conclusion of the passage and is thus the appropriate answer. It combines the intention of the car manufacturers -to produce more cars - with the chosen method, dividing labour into component tasks. Choice (B) may have been a further outcome of implementing this policy, but the passage does not comment on this; therefore, (B) is not appropriate. Choice (C) mentions another direction in which the car manufacturers may have moved, i.e., opening larger plants, etc. and this process may have been assisted by what is discussed in the passage, but again this cannot be concluded from the passage. So, (C) is also inappropriate.
Choices (D) and (E) are both concomitant with the division of labour process - (D), a disadvantage, and (E), an advantage - but neither of them can be inferred from the passage and therefore are inappropriate.
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Directions: In the following questions tests your ability to derive c...
Analysis:

Division of labour:
- The passage mentions that early motor-car manufacturers realised the need to adapt the labour force by assigning defined tasks to each worker.
- This practice of assigning specific tasks to each worker is known as the division of labour.

Conclusion:
- Therefore, it can be concluded that early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.
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Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.In order to boost sales of toys at times other than the peak sale time — Christmas — manufacturers use many techniques. Character toys from movies or TV series are promoted, and all sets are ‘collectible’ by their young purchasers. Collections, however, never appear to be complete, because as soon as all the characters are acquired, the child then requires the ‘car’, the ‘phone’, the ‘mobile home’, and even the ‘airplane’ to ensure a happy environment for the toys. Ultimately, the elusive final piece of the series is attained just as the manufacturer and promoter release the next series of ‘collectibles’.The prime aim of the manufacturer and promoter is to ensure that

Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.In order to boost sales of toys at times other than the peak sale time — Christmas — manufacturers use many techniques. Character toys from movies or TV series are promoted, and all sets are ‘collectible’ by their young purchasers. Collections, however, never appear to be complete, because as soon as all the characters are acquired, the child then requires the ‘car’, the ‘phone’, the ‘mobile home’, and even the ‘airplane’ to ensure a happy environment for the toys. Ultimately, the elusive final piece of the series is attained just as the manufacturer and promoter release the next series of ‘collectibles.The prime aim of the manufacturer and promoter is to ensure that

Since the late 1970’s, faced with severe loss of market share in dozens of industries, manufacturers in the US have been trying to improve productivity—and therefore enhance their international competitiveness—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. ##At the same time, it became clear that the harder manufacturers worked to implement cost-cutting, the more they lost their competitive edge.When I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a “40, 40, 20” rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This does not mean cost-cutting should not be tried. Approaches like simplifying jobs and retraining employees to work smarter, not harder—do produce results. But the tools quickly reach the limits of what they can contribute.Cost-cutting approach hinders innovation and discourages creative people. An industry can easily become prisoner of its own investments in cost-cutting techniques, reducing its ability to develop new products. Managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers. Successful companies have overcome this problem by developing and implementing a strategy that focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.Q. As inferred from the first paragraph, the manufacturers expected that the measures they implemented would

Since the late 1970’s, faced with severe loss of market share in dozens of industries, manufacturers in the US have been trying to improve productivity—and therefore enhance their international competitiveness—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. ##At the same time, it became clear that the harder manufacturers worked to implement cost-cutting, the more they lost their competitive edge.When I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a “40, 40, 20” rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This does not mean cost-cutting should not be tried. Approaches like simplifying jobs and retraining employees to work smarter, not harder—do produce results. But the tools quickly reach the limits of what they can contribute.Cost-cutting approach hinders innovation and discourages creative people. An industry can easily become prisoner of its own investments in cost-cutting techniques, reducing its ability to develop new products. Managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers. Successful companies have overcome this problem by developing and implementing a strategy that focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.Q. The author’s attitude toward the culture in most factories is best described as

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Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer?
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Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? for CLAT 2025 is part of CLAT preparation. The Question and answers have been prepared according to the CLAT exam syllabus. Information about Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? covers all topics & solutions for CLAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer?.
Solutions for Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? in English & in Hindi are available as part of our courses for CLAT. Download more important topics, notes, lectures and mock test series for CLAT Exam by signing up for free.
Here you can find the meaning of Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer?, a detailed solution for Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? has been provided alongside types of Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: In the following questions tests your ability to derive conclusions from complex situations. Read each question carefully and answer the questions that follow.Pioneers of the motor-car industry realised that if they were going to meet the growing demand for their product, they had to adapt the labour force used in the productive process. Instead of many men working to complete all the stages of one car at a time, they assigned defined tasks to each man which they would repeat on every car.Which of the following can be concluded from the passage?a) Early motor-car manufacturers intended to increase productivity by applying the principle of division of labour.b) The car workers became disgruntled because they were assigned monotonous, repetitive tasks on the assembly line.c) Economies of scale enabled early motor companies to expand.d) A bad worker would perform the same task badly on each car leading to many more rejects.e) The new production process enabled certain car workers to become specialists in the part of the process to which they were assigned.Correct answer is option 'A'. Can you explain this answer? tests, examples and also practice CLAT tests.
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