All Courses
Explore Courses UPSC Exam UPSC Test Series Free Notes EduRev Infinity Get the App Login Join for Free
Sign in Open App
CLAT Exam  >  CLAT Questions  >   Directions: In making decisions about import... Start Learning for Free
SaveJoin the Discussion on the App
Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.
`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.
The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.
Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?
Arguments:
I. No, this will give an unjust handle to the management and they may use it indiscriminately.
II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.
  • a)
    Only argument I is strong.
  • b)
    Only argument II is strong.
  • c)
    Either argument I or argument II is strong.
  • d)
    Both arguments I and II are strong.
Correct answer is option 'D'. Can you explain this answer?
FREE This question is part of
Download PDF Attempt Test
Download PDF Attempt this Test
Most Upvoted Answer
Directions: In making decisions about important questions, it is desi...
Understanding the Arguments
When evaluating the question of whether non-performing employees in the public sector should be retrenched, we need to analyze both arguments provided.
Argument I: Concerns of Management Misuse
- This argument raises a significant concern about the potential for misuse of power by management.
- If retrenchment is enforced, management might exploit this authority to unjustly remove employees, leading to job insecurity and a toxic work environment.
- It touches on the ethical implications and fairness in decision-making within organizations.
Argument II: Efficiency and Profitability
- This argument supports retrenchment as a means to improve organizational efficiency.
- By eliminating non-performing employees, the overall productivity and profitability of public sector organizations could increase.
- It addresses the practical benefits of having a more competent workforce, which can lead to better service delivery and financial health for public entities.
Conclusion: Strength of Both Arguments
- Both arguments are strong in their own right:
- Argument I is strong due to its emphasis on ethical considerations and the risk of misuse, which is crucial for maintaining fair labor practices.
- Argument II is strong as it highlights the need for efficiency and productivity, which are vital for any organization, especially in the public sector.
Final Assessment
Given the significance of both ethical implications and the need for efficiency, both arguments provide compelling reasoning for their respective positions. Thus, the correct conclusion is that both arguments are strong, supporting option 'D'.
Free Test
FREE
Start Free Test
Start Free Test
Community Answer
Directions: In making decisions about important questions, it is desi...
Argument (I) is strong because such sweeping powers often tend to fall prey to vested interests. Argument (II) is strong as well because performance and efficiency are matters of concern.
Attention CLAT Students!
To make sure you are not studying endlessly, EduRev has designed CLAT study material, with Structured Courses, Videos, & Test Series. Plus get personalized analysis, doubt solving and improvement plans to achieve a great score in CLAT.
< Previous Question Next Question >
Explore Courses for CLAT exam

Similar CLAT Doubts

Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments. `Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organizations and these organizations will become more profitable establishments as a result.

Passage:Management is a set of processesthat can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organisations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organisations today don‘t have much leadership. And almost everyone thinks about the problems here as one of managing change. For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn‘t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programs, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it‘s easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that‘s what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises. Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome.The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organizations under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult. Arrogant managers can over- evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities.Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no fore inside these organizations to break out of the morass.Q.Management education was emphasized in the management programs because

Passage:Management is a set of processesthat can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organisations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organisations today don‘t have much leadership. And almost everyone thinks about the problems here as one of managing change. For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn‘t have enough good managers to keep all those burrreaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it‘s easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that‘s what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises. Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome.The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organizations under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult. Arrogant managers can over- evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities.Bureaucratic cultures an smother those who want to respond to shifting conditions. And the lack of leadership leaves no fore inside these organizations to break out of the morass.Q.In the passage, management is equated with

Motivating employees with traditional authority and financial…(11)….has become increasingly…(12)… as employees become economically secure and their dependency on any one particular organisation…..(13)…. . According to expectancy theorists, the motivation to….(14)…increases when an employee feels his…(15)… is an instrument for obtaining desired rewards. Nevertheless, in many organisations today employees are….(16)… to organizational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases…..(17)… management from …..(18)… financial rewards to performance. People may be attracted to join and remain in organisations to receive organizational rewards, but…(19)…motivated to join an organisation is…(20)..the same as being motivated to exert effort in an organisation.Q.Find the word most appropriate for Blank No. 19

Motivating employees with traditional authority and financial…(11)….has become increasingly…(12)… as employees become economically secure and their dependency on any one particular organisation…..(13)…. . According to expectancy theorists, the motivation to….(14)…increases when an employee feels his…(15)… is an instrument for obtaining desired rewards. Nevertheless, in many organisations today employees are….(16)… to organizational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases…..(17)… management from …..(18)… financial rewards to performance. People may be attracted to join and remain in organisations to receive organizational rewards, but…(19)…motivated to join an organisation is…(20)..the same as being motivated to exert effort in an organisation.Q.Find the word most appropriate for Blank No. 11

Top Courses for CLATView all

Top Courses for CLAT

Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer?
Question Description
Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? for CLAT 2024 is part of CLAT preparation. The Question and answers have been prepared according to the CLAT exam syllabus. Information about Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? covers all topics & solutions for CLAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer?.
Solutions for Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. 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 making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer?, a detailed solution for Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? has been provided alongside types of Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: In making decisions about important questions, it is desirable to be able to distinguish between `strong` arguments and `weak` arguments.`Strong` arguments are those which are both important and directly related to the question. `Weak` arguments are those which are of minor importance and they are directly related to the question or may be related to a trivial aspect of the question.The question below is followed by two arguments numbered I and II. You have to decide which of the given arguments is a `strong` argument.Question: Should all the non-performing employees in the public sector be compulsorily retrenched from service?Arguments:I. No, this will give an unjust handle to the management and they may use it indiscriminately.II. Yes, this will help in increasing the efficiency of these organisations and these organisations will become more profitable establishments as a result.a)Only argument I is strong.b)Only argument II is strong.c)Either argument I or argument II is strong.d)Both arguments I and II are strong.Correct answer is option 'D'. Can you explain this answer? tests, examples and also practice CLAT tests.
Explore Courses for CLAT exam

Top Courses for CLAT

Explore Courses

Suggested Free Tests

Signup for Free!
Signup to see your scores go up within 7 days! Learn & Practice with 1000+ FREE Notes, Videos & Tests.
10M+ students study on EduRev
Get App
© EduRev
Education Revolution
Signup to see your scores go up within 7 days!
Access 1000+ FREE Docs, Videos and Tests
Takes less than 10 seconds to signup