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Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.
The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.
The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.
Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.
Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". You'll never get anything done right that way.
What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.
Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.
Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". You'll never get anything done right that way.
What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.
The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.
The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.
Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.
Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". You'll never get anything done right that way.
What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.
Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.
Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". You'll never get anything done right that way.
What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.
Q. Based on the passage, which of the following can be concluded?
- a)Corporations have been with us since the 15th century
- b)The author himself is of Japanese origin
- c)The Japanese have done away with the concept of kings and emperors
- d)Japanese companies encourage feedback from their employees
Correct answer is option 'D'. Can you explain this answer?
Most Upvoted Answer
Direction: Read the passage given below and then answer the questions ...
The first three options are incorrect for the following reasons.
Option (A) is incorrect because the passage says: 'There were no corporations in the fifteenth century.'
Option (B) is incorrect because the author's origin has not been revealed.
Option (C) is incorrect because the passage says: 'They still remember Douglas MacArthur with respect, and they still bow down to their Emperor.'
Thus only Option (D) can be correctly concluded from the passage as it says:
'The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do'.
Option (A) is incorrect because the passage says: 'There were no corporations in the fifteenth century.'
Option (B) is incorrect because the author's origin has not been revealed.
Option (C) is incorrect because the passage says: 'They still remember Douglas MacArthur with respect, and they still bow down to their Emperor.'
Thus only Option (D) can be correctly concluded from the passage as it says:
'The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do'.
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Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer?
Question Description
Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? for CTET & State TET 2025 is part of CTET & State TET preparation. The Question and answers have been prepared according to the CTET & State TET exam syllabus. Information about Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? covers all topics & solutions for CTET & State TET 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer?.
Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? for CTET & State TET 2025 is part of CTET & State TET preparation. The Question and answers have been prepared according to the CTET & State TET exam syllabus. Information about Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? covers all topics & solutions for CTET & State TET 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer?.
Solutions for Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for CTET & State TET.
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Here you can find the meaning of Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of
Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer?, a detailed solution for Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? has been provided alongside types of Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? theory, EduRev gives you an
ample number of questions to practice Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying toDirection: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but theres always one guy behind the scenes who ends up making the tough decisions. It doesnt make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "Weve got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guys desk. So, were wasting time trying to emulate something I dont think really exists.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.Why? Because thats the only way you can steer clear of anarchy. Otherwise, youll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby-blues on my own". Youll never get anything done right that way.Whats to admire about consensus management anyway? By its very nature, its slow. It can never be daring. There can never be real accountability - or flexibility. About the only plus that Ive been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and thats a problem too. In any event, I dont think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.Q.Based on the passage, which of the following can be concluded?a)Corporations have been with us since the 15th centuryb)The author himself is of Japanese originc)The Japanese have done away with the concept of kings and emperorsd)Japanese companies encourage feedback from their employeesCorrect answer is option 'D'. Can you explain this answer? tests, examples and also practice CTET & State TET tests.
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