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Everyone hopes to get a job with prospects ---- promotion, but not many people manage to do so.
Correct answer is 'of'. Can you explain this answer?
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Everyone hopes to get a job with prospects ---- promotion, but not man...
Everyone hopes to get a job with prospects -of promotion, but not many people manage to do so.
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Everyone hopes to get a job with prospects ---- promotion, but not man...
Explanation:

The correct preposition to use with 'prospects' is 'of'. Here's why:

- 'Prospects' refers to the likelihood or possibility of future success or advancement.
- When we say 'prospects of promotion', we are referring to the possibility or likelihood of getting promoted.
- Therefore, 'of' is the correct preposition to use to indicate what the prospect is about.

Let's take a closer look at the sentence:

"Everyone hopes to get a job with prospects of promotion, but not many people manage to do so."

- The sentence is saying that everyone wants a job that offers potential for promotion.
- However, it is also saying that not many people are able to find such jobs.
- The use of 'of' indicates that the prospect being referred to is that of promotion, which is the desired outcome for job seekers.

In summary, the preposition 'of' is used with 'prospects' to indicate what the prospect is about. In the context of job-seeking, 'prospects of promotion' refers to the likelihood or possibility of getting promoted in a job.
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Directions: Read the following passage carefully and answer the questions that follow.After many years of practising Buddhism in Thailand, my experience expands beyond the immediate community in Sri Racha. In recent years as I have visited the White Dragon Temple, the social unrest in Thailand has crept into the religious aspect of my trips.Religion exists as an innate piece of the landscape that etches itself into the small details of Thailand. It occupies both a very physical presence within the community and also a mental one. According to the Office of National Buddhism, 40,717 Buddhist temples exist in Thailand. Of these temples, a large portion resides in Bangkok, Thailand's capital.Aside from being an important tourist element, Buddhism plays an important part in the lives of Thai people - an estimated 94% of all Thai people practice Buddhism in the country according to a Central Intelligence Agency report. Time and time again, there have been movements - in 1997, 2007, and 2014 - to concretize Buddhism as the nation's official religion. The Thai Constitutional Drafting Committee (CDC) has, however, remained neutral in the relationship between the state and religion.Though the government's ideological stance on religion is decidedly impartial, significant ripples exist in this seemingly placid surface, and religion morphs into a central focal point in many instances, whether the Thai government takes an intimate position on it or not. Faith remains a link to the personal lives of common citizens and royalty alike. King Bhumibol's funeral on October 14, 2016 featured traditional Buddhist funeral rites with the ritualistic bathing of the king's body and the chanting of orange-robed monks. Adding to this ceremonious burial, his body resided in the Temple of the Emerald Buddha so that people could pay their respects to the revered king, who provided stability for his country for 70 years. Though the king in Thailand did not hold any true, legislative power, he was a reverential symbol for the people of the country. His majesty's death occurred at a moment of tension in the country as a number of attacks rocked Thailand and has only caused this pressure to spill-over. Religion is something that connects people in Thailand yet, at the same time, can be a divisive element as is evident from attacks that have occurred in the nation over the last few years.In the span of less than a day between August 11th and 12th of 2016, 11 bombings hit five provinces in Thailand, killing at least four Thai nationals and injuring 36. These bombings occurred almost a year after one of the most devastating attacks in Thai history in Bangkok, which killed 20 people and wounded 125 more. What's more, these attacks coincided with the Queen Sirikit's birthday. On August 17, 2015, Uighur militants splintered the Thai state as they bombed the Erawan Shrine. Though the motives for the attack were more aimed at the states' repatriation of Uighur refugees, the targeting of the temple was calculated: not only is the area around the shrine a densely populated area but also, it is frequented by many tourists. These acts of terrorism that assail the kingdom have left many Thais scared and unsure in a time, without a unifying leader. Known epithetically as the "land of smiles," Thailand has had little to smile about of late.In light of this tumultuous time in the nation's history, religious institutions like the White Dragon Temple became integral in steadying the country's course. Through the diligent service that the temple provides for the community, it is a rallying point for many frightened Thais. See Knok, the central spiritual leader in the temple, and his followers have proved to be a "stabilizing element in the wake of the King's death," especially in Sri Racha, by continuing with their public works projects - providing educational help, burial services, food distribution, and a variety of other support structures. These actions from local community leaders have started to mend the fractures that occur on a national level.I returned to Thailand in August of 2016, during the bombings in the southern provinces of the country. On one day during this visit, I bagged fruit and food for followers and local community members alike. The cadence of shifting palates of food and thump of vegetables into bags kept time with my human tempo. With each bag I loaded onto the palates, I could measure the burden on the community of Sri Racha lift slightly. In the glimmering eyes of the young men that I worked with, I could see the brightness of Thailand's future. Beneath me, I could feel the flexing and contracting of a nation, not torn by conflict but ready to rebuild and strive onward if only for a moment.Q. Which of the following best sums up the final note on which the author ends the passage?

Read the following passage and answer the questions that follows:The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical manoeuvres, these senior executives rely on what is vaguely termed “intuition” to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process to thinking.Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behaviour patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an “Aha!” experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting. Since managers often “know” what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.Q.It can be inferred from the passage that which of the following would most probably be one major difference in behaviour between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?

Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following benefits, according to the author, will NOT be reaped by advancing women in technical roles?

Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. What is one of the features, in reference to the passage, of a well-laid promotion policy?

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Everyone hopes to get a job with prospects ---- promotion, but not many people manage to do so.Correct answer is 'of'. Can you explain this answer?
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Everyone hopes to get a job with prospects ---- promotion, but not many people manage to do so.Correct answer is 'of'. 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 Everyone hopes to get a job with prospects ---- promotion, but not many people manage to do so.Correct answer is 'of'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Everyone hopes to get a job with prospects ---- promotion, but not many people manage to do so.Correct answer is 'of'. Can you explain this answer?.
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