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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.
When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal.  Then the event occurs and you return home either triumphant or defeated.  When successful, the feelings really are very much as though a major victory has been won.  A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.
After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Can't these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.
Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.
This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.
An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.
Q. Which of the following statements is not true?
  • a)
    A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.
  • b)
    Entering a new culture brings about a shift in the processes of thinking and feeling.
  • c)
    An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.
  • d)
    Some people can forever remain angry and dissatisfied with the new culture.
Correct answer is option 'A'. Can you explain this answer?
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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.PassageWhen you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is true in context of the passage?

Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements cannot be inferred from the above passage?

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 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.

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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer?
Question Description
Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. 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 Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer?.
Solutions for Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. 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 Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer?, a detailed solution for Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer? has been provided alongside types of Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and advice. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support from people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation. In it there is heightened appreciation for the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration, it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Cant these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant.Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable.This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered: old schema and perceptions are revised and qualified. An active learning process occurs. At the same time anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole - including those aspects that are less desirable yet are part of the whole - is critically important.An appreciative process, "appreciative inquiry" is proposed as a way of helping members of different cultures recognise and value their differences and create a new culture where different values are understood and honoured. Executives - those who must lead this culture, change projects - need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that too are known to them before they are equipped to lead cultural change in their own organizations.Q.Which of the following statements is not true?a)A particular effect of interaction with a new culture is an opportunity to enjoy a roller coaster ride.b)Entering a new culture brings about a shift in the processes of thinking and feeling.c)An initial sense of wonder and awe makes a new entrant oblivious to the less pleasant side of the new culture.d)Some people can forever remain angry and dissatisfied with the new culture.Correct answer is option 'A'. Can you explain this answer? tests, examples and also practice CAT tests.
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