You head the commercial aviation arm of the government, which is not doing well financially. The reason for this is the laid back attitude of the employees of the company. The employees hardly bother about providing the services to the customer. You have been asked to turn around the organization and make it possible. You will- a)issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.b)fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.c)ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.d)ask the government to cancel license of other aviation companies so that the organization has no competition.Correct answer is option 'A'. Can you explain this answer?

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a)
issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.
b)
fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.
c)
ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.
d)
ask the government to cancel license of other aviation companies so that the organization has no competition.

Correct answer is option 'A'. Can you explain this answer?

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You head the commercial aviation arm of the government, which is not d...

The actual problem in this situation is the laidback attitude of the employees. Only bringing a change in the attitude of the employees can solve this problem and option a aptly caters to this need in the long term and hence is the best option. Option b is the next best option as even though it cannot be considered a long term solution it will communicate to the employees your resolve to fix matters. Option d is not correct as it is impracticable of you to ask the government to cancel the license of other aviation companies for no fault of theirs. Option c is incorrect as any financial help will not help in the turn around of the organization until the employees have the right attitude to run the organization.

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Weaver sees hypocrisy in the World Bank as a predictable feature in a large international organization especially when viewed using resource dependency (viewing the competitive environment) and sociological institutionalism (the authorising environment). The Banks emphasis on organizational survival and legitimacy shows itself in its interactions with multiple actors in its competitive and authoritarian environments. Many critics of the Bank simply see the Bank as unable to achieve the goals it sets and help its client states. Weaver however launches into an in-depth description of two "worlds"-the Worlds Bank and the Banks World. The former indicates the complex structure of the Bank including its donor states, client states, its private capital markets and the watchdog Non-Governmental Organisations (NGOs). Weavers examination reveals the various pressures exerted on the Bank and the degree of American influence on the bank.In as much as the Bank is pressured from many sides, Weaver notes a strong degree of operational authority and autonomy in the "Banks World". This stems from the complexity of its operations, some which are not open to extensive review. Second the diversity of member states allows the Bank some autonomy and most importantly, the Bank holds a strong monopoly over development related knowledge. This control of ideas is coupled with a technocratic and economic rationality, reinforced with the influx of Western trained neo-classical economists. Bank ideological coherence is also maintained by the editing of reports to align with neoliberal beliefs. It is within these strong intellectual norms that Weaver examines World Bank reforms. Contrary to some critics, the Bank did engage in reforms in the 1990s. The Strategic Compact arose as a need to transform the Bank back as an effort to re-orientate itself as the premier development agency, after external criticism and an internal evaluation. The first aim of streamlining bureaucracy was easily reached however the aim of being more "poverty focused and accountable" came at odds with the technical, economic and apolitical rationality. New efforts such as listening to clients and conducting consultations clashed with the existing approval culture. Overall, changes occurred but still the approval culture remained strong.Similarly, the focus on good governance was not that effective with apolitical stances amongst staff.Furthermore, the dominating neo-liberal mindset resulted in governance issues framed with economic objectives in mind. Just as with the Strategic Compact, Weaver notes that governance reform challenged the Banks conventional method of conducting business.Weaver does qualify that the constant need to placate the demands of various external groups also hampered Bank reform. She however noted that the Bank deep culture will prevent any productive change. Weaver thus delves away from the normal criticism of the World Bank to explain the reasons of Bank actions and activities.She shed a new light noting that such hypocrisy is a tenet in any large international organisation. In order for any improvement to the World Bank, it is not simply the initiation of change but the need to re work the internal settings of one of the worlds most important development groups.Q. It can be inferred that Weavers attitude to the World Bank is best reflected in which of the following statements?

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Weaver sees hypocrisy in the World Bank as a predictable feature in a large international organization especially when viewed using resource dependency (viewing the competitive environment) and sociological institutionalism (the authorising environment). The Banks emphasis on organizational survival and legitimacy shows itself in its interactions with multiple actors in its competitive and authoritarian environments. Many critics of the Bank simply see the Bank as unable to achieve the goals it sets and help its client states. Weaver however launches into an in-depth description of two "worlds"-the Worlds Bank and the Banks World. The former indicates the complex structure of the Bank including its donor states, client states, its private capital markets and the watchdog Non-Governmental Organisations (NGOs). Weavers examination reveals the various pressures exerted on the Bank and the degree of American influence on the bank.In as much as the Bank is pressured from many sides, Weaver notes a strong degree of operational authority and autonomy in the "Banks World". This stems from the complexity of its operations, some which are not open to extensive review. Second the diversity of member states allows the Bank some autonomy and most importantly, the Bank holds a strong monopoly over development related knowledge. This control of ideas is coupled with a technocratic and economic rationality, reinforced with the influx of Western trained neo-classical economists. Bank ideological coherence is also maintained by the editing of reports to align with neoliberal beliefs. It is within these strong intellectual norms that Weaver examines World Bank reforms. Contrary to some critics, the Bank did engage in reforms in the 1990s. The Strategic Compact arose as a need to transform the Bank back as an effort to re-orientate itself as the premier development agency, after external criticism and an internal evaluation. The first aim of streamlining bureaucracy was easily reached however the aim of being more "poverty focused and accountable" came at odds with the technical, economic and apolitical rationality. New efforts such as listening to clients and conducting consultations clashed with the existing approval culture. Overall, changes occurred but still the approval culture remained strong.Similarly, the focus on good governance was not that effective with apolitical stances amongst staff.Furthermore, the dominating neo-liberal mindset resulted in governance issues framed with economic objectives in mind. Just as with the Strategic Compact, Weaver notes that governance reform challenged the Banks conventional method of conducting business.Weaver does qualify that the constant need to placate the demands of various external groups also hampered Bank reform. She however noted that the Bank deep culture will prevent any productive change. Weaver thus delves away from the normal criticism of the World Bank to explain the reasons of Bank actions and activities.She shed a new light noting that such hypocrisy is a tenet in any large international organisation. In order for any improvement to the World Bank, it is not simply the initiation of change but the need to re work the internal settings of one of the worlds most important development groups.Q. Under which environments does Weaver assess World Banks hypocrisy?

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You head the commercial aviation arm of the government, which is not doing well financially. The reason for this is the laid back attitude of the employees of the company. The employees hardly bother about providing the services to the customer. You have been asked to turn around the organization and make it possible. You will- a)issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.b)fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.c)ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.d)ask the government to cancel license of other aviation companies so that the organization has no competition.Correct answer is option 'A'. Can you explain this answer?

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You head the commercial aviation arm of the government, which is not doing well financially. The reason for this is the laid back attitude of the employees of the company. The employees hardly bother about providing the services to the customer. You have been asked to turn around the organization and make it possible. You will- a)issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.b)fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.c)ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.d)ask the government to cancel license of other aviation companies so that the organization has no competition.Correct answer is option 'A'. Can you explain this answer? for Class 12 2024 is part of Class 12 preparation. The Question and answers have been prepared according to the Class 12 exam syllabus. Information about You head the commercial aviation arm of the government, which is not doing well financially. The reason for this is the laid back attitude of the employees of the company. The employees hardly bother about providing the services to the customer. You have been asked to turn around the organization and make it possible. You will- a)issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.b)fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.c)ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.d)ask the government to cancel license of other aviation companies so that the organization has no competition.Correct answer is option 'A'. Can you explain this answer? covers all topics & solutions for Class 12 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for You head the commercial aviation arm of the government, which is not doing well financially. The reason for this is the laid back attitude of the employees of the company. The employees hardly bother about providing the services to the customer. You have been asked to turn around the organization and make it possible. You will- a)issue a diktat making it mandatory for every employee to be reviewed each month and if their performance found unsatisfactory harsh action will be taken against errant employees.b)fire the bottom 10 percent of the worst performing employees to send across the message to other employees that they better perform.c)ask for an interest free loan from the government to turn around the organization as it is facing a financial problem.d)ask the government to cancel license of other aviation companies so that the organization has no competition.Correct answer is option 'A'. Can you explain this answer?.

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